Leadership In Tech Companies

Innovation is the lifeblood of progress, but it doesn’t happen by chance. It’s cultivated in environments where team members feel safe to share ideas and challenge the status quo. Creating a culture of innovation means nurturing an environment where bold ideas can flourish. It’s about openness, diverse perspectives, and the freedom to experiment. When people feel empowered to speak up, creativity thrives, and true innovation follows. So, how do you create such a culture? 1️⃣ Embed a Growth Mindset: Encourage continuous learning and development across all levels of the organization. Provide resources for professional growth and celebrate learning milestones, fostering an environment where knowledge and skills are constantly evolving. 2️⃣ Facilitate Cross-Functional Collaboration: Break down silos and encourage teams from different departments to work together. Cross-functional projects can bring fresh perspectives and spur innovative solutions that wouldn’t emerge in isolation. 3️⃣ Implement Structured Feedback Mechanisms: Establish regular feedback processes focused on constructive criticism and actionable insights. Ensure psychological safety so team members feel secure, viewing feedback as an opportunity for growth rather than critique. 4️⃣ Encourage Calculated Risks: Promote a culture where calculated risks are welcomed. Empower your team to explore new ideas and approaches without fear of failure. Recognize and reward innovative efforts, even when they don’t result in immediate success. By embedding these principles into your organizational culture, you can pave the way for continuous growth and success. Let’s create spaces where innovation is not just an aspiration but a tangible reality. #Leadership #Innovation #FutureOfWork

Company culture is not words on the website. It's how people feel on a Sunday night. Simon Sinek once said: "Customers will never love a Company until the employees love it first" And research confirms that 👇🏽 The 100 best companies to work for beat the market by 3.36X (FTSE Russell) That's why when I work with companies on their brand strategy, it's also about their culture. How do we cultivate a strong culture? Here are 7 components: 1/ Purpose ↳ WHO do you serve and WHY? ↳ Why do you exist beyond making money? ↳ This is where everything should emanate from. 2/ Principles ↳ Start with a set of 3-5 core values ↳ Define key behaviors for each ↳ "Encourage quiet people to speak" vs. "Inclusion" 3/ Systems ↳ Audit process and technologies ↳ Change any to encourage using principles ↳ Want people to be ok with failure? Reward it. 4/ Stories ↳ Capture examples, actual behaviors ↳ Write them as stories to exemplify principles ↳"Jack saw his team struggle and he stayed to help" 5/ Lexicon ↳ Collect phrases that are unique ↳ Use them to live the principles, start from leadership ↳ Netflix uses "sunshining" to air a mistake 6/ Traditions ↳ How does the company purpose come to life? ↳ Create an event people can participate (not required) ↳ Nasa has an annual pumpkin carving contest! 7/ Artifacts ↳ The most easy to spot and most tangible ↳ What can be a physical embodiment of a principle? ↳ Medtronic gives mission medallions to each employee When you cultivate a culture people can thrive in, it will attract the best talent and the best customers. It starts from the inside out. Agree? Make your mark, live your legend 🤘🏽

Reality Check As a founder and former warfighter, it’s painful to watch what's happening in defense tech. This isn’t a game like it is in the commercial sector; young men and women are the ones who pay the ultimate price for these missteps. ....................................................................TLDR........................................................................... Is it just me or did we set out to fix what the primes got wrong: slow delivery, inflated contracts, and tech that doesn’t work where it matters. But now, a lot of the venture-backed “defense unicorns” are falling into the same traps, just with slicker branding and a faster burn rate. Let’s be honest: 🔹 Anduril — Traction driven mainly by M&A. But M&A isn’t innovation. Failures in Ukraine and Project Convergence raise genuine concerns about operational readiness. Just named as the go-to edge hardware provider by Palantir—unsurprisingly, both come from the same investor pool. 🔹 Epirus — Recent down round. Constant leadership changes. Difficult to build end-user trust when the internal story is constantly shifting. Limited information on product traction… 🔹 Shield AI — One of the most mission-driven teams out there. But struggling under the weight of trying to meet software-style VC expectations in one of the hardest, longest-cycle domains. 🔹 Rebellion Defense — Strong vision and DIU roots. But disconnected from the user community. Ultimately, hasn't found product-market fit and has shrunk rapidly. 🔹 Palantir — Despite the narrative, their “AI platform” is mostly just ATO'd legacy infrastructure. There is very little real innovation, and now they’re acting as a barrier to startups, rather than a bridge. When your platform becomes the system of record, you control the gate. That slows the ecosystem down, not up. 💬 The common thread? The capital isn’t always going where it needs to. And the only people that really hurts… are the warfighters and end-users. This isn’t about bashing startups. The talent is real. The intent is genuine. However, we’re witnessing a new kind of gatekeeping emerge—and it’s coming from the same investors and vendors who claim they’re here to “disrupt.” If we’re serious about building the future of defense, we need: ✅ Founders who know the mission ✅ Investors who understand the mission ✅ Teams that build with the warfighter, not around them ✅ And platforms that enable innovation, not own the stack No more Primes 2.0, we need 20+ Neo-Primes, not just adding two new ones No more innovation theater. Defense innovation isn't broken because of a lack of good ideas. It's broken because capital, leadership, and incentives are misaligned with the needs of the warfighter. We need to do better — because the warfighter deserves better. Curious to hear from others in the defense space: -Investors -Warfighters -Industry -Startups

Almost all companies today are software companies. This means that attracting and keeping good developers is mission critical. So how do you build a strong dev culture? Follow these key steps: 1) Have a clear mission. Do developers really understand and believe in the mission of the company and its product? If not, it's hard to recruit them and to keep them around. The mission doesn't have to be grandiose but it needs to be clear — with real impact on end users. In Harness' case, we want to improve the developer experience for the 35 million software developers around the world 2) Reduce toil. Too often, developers held back by outdated processes and a lack of tools. Instead of spending time on the creative (and highly rewarding) work of solving problems with code, they're spending time on administrative and busy work like waiting for builds to get done or approval to go forward with the next stage of a code change. The right platform can make a huge difference. Continuous integration/continuous delivery (or CI/CD) tools have become table stakes among high-performing engineering teams. AI and machine learning are taking this to the next level. 3) Continue to challenge them. Developers enjoy solving hard problems. If they don't feel challenged in their role, they're more likely to start looking for something tougher and more stimulating. It’s crucial to keep finding technical challenges that put them to the test. Developers are the driving force behind tech advancement. Like all highly-skilled professionals, they care about compensation. But in my experience, these larger cultural considerations are just as important.

The Secretary of the Navy canceled 45 IT programs in one day. That’s not a typo—forty-five. This is a clear message to the defense tech ecosystem: If you’re not showing your value, you’re at risk of getting cut. For companies building software, platforms, and AI tools for the DoD, it’s not just about capability anymore—it’s about communication and connection. DoD leadership is demanding faster delivery, clearer outcomes, and mission-first solutions. That means defense companies need more than great tech—they need a Government Affairs strategy that connects the dots between your solution and the operational needs of the warfighter. The ability to tell your story, advocate for your mission, and align with service priorities is just as important as the code you ship. Disruption is happening. Are you positioned to survive it—or lead it? #DefenseTech #GovAffairs #DoDInnovation #Navy #GovernmentRelations #NationalSecurity #AcquisitionReform

Amazon’s culture reset caught my eye this week. CEO Andy Jassy has been pushing the company back into “founder mode”: stripping bureaucracy, cutting middle management, and reigniting urgency. The impact is striking: profits per employee are up 5X since 2022. When I first heard the phrase founder mode, I was skeptical. It sounded like a catchy label. I’ve come to see its real power: founder mode is not about titles, it’s about mindset. Treating every day as day one. Moving fast. Owning outcomes. Keeping urgency alive, even at scale. You don’t need to be the original founder to lead this way. That’s the essence of founder mode, it’s presence & being in the details. As Brian Chesky says: “Great leadership is presence, not absence.” (video link below) ➡️ What this means for builders 1. Be in the product. Founder-like leaders set standards by engaging the work, not just managing it. 2. Flatten to move faster. Fewer layers, clearer ownership, tighter loops. 3. Presence drives judgment. Manager mode optimizes meetings; founder mode raises the bar on what ships. And it doesn’t matter if you were there on day one. Andy Jassy proves this. At TDK Ventures, we invest in early-stage startups, so while we almost always back the founders, we sometimes support successors too. What matters is not who started the company, but who acts like a founder today. For entrepreneurs, the lesson is clear: founder mode is a discipline, not a birthright. It’s about urgency, clarity, and conviction. A mindset as valuable in year one as in year twenty. 🎥 Video: Brian Chesky on Founder Mode (timestamp ~9:48) https://lnkd.in/gGRC2vwr

When I co-wrote How Google Works with Jonathan R., we captured the key lessons from our time at Google. One has only grown in importance as AI transforms every industry: the future of your business depends on the quality of your team. 👉 Hiring is the most important thing you do, and everyone should invest in it. The only way for your business to consistently succeed is to attract smart creatives and foster an environment where they can thrive at scale.  AI can automate routine tasks, but it’s the smart creatives who can leverage these tools to invent and innovate. So, what is a smart creative? They’re product-driven thinkers with: 🔹 Deep technical expertise 🔹 Sharp business insight 🔹 Bold creative vision How do you build an environment where smart creatives can thrive at scale? Simple: get out of their way. I often compare managing smart creatives to raising teenagers: you need to trust them and give them freedom to explore and create, stepping in only when things get serious or off track. Micromanagement stifles their potential, but the right balance of support and autonomy unleashes their best work. Smart creatives are everywhere. Here’s how to spot them when hiring: 🔹 They’re endlessly curious and persistent, always asking why and never giving up. 🔹 They have hands-on experience and a proven track record of building and creating. 🔹 They thrive in uncertainty and take smart risks. 🔹 They align deeply with your company’s values and help build a positive culture. 🔹 They care about where they work and what they do because mission and culture matter to them just as much as their role. If you want your company to succeed consistently, your role as a leader is to: ✅ Hire smart creatives ✅ Build an environment where they can thrive ✅ Don’t micromanage them ✅ Encourage them to harness AI In an era defined by exponential change, the aim isn't to replace smart creatives with AI but to amplify their impact. When equipped with the right tools, these team members can help organizations innovate and shape the future in ways we’ve yet to imagine. Smart creatives don’t just adapt to change — they lead it. #Leadership #HowGoogleWorks #SchmidtSights #FutureofWork

The recent inadvertent exposure of classified U.S. military plans by top defense and intelligence leaders serves as a stark reminder that even the most capable cybersecurity tools and well-defined policies can be rendered meaningless if ignored or misused. In this case, senior leaders relied on the Signal messaging app to communicate sensitive data but unintentionally exposed critical information to unauthorized parties. The leaked details—time-sensitive plans for a military operation—could have not only placed personnel in greater danger but also undermined the mission by alerting adversaries to an imminent attack. While #Signal is a widely respected, consumer-grade, end-to-end encrypted communication tool, it does not provide the same level of security as classified government systems. National security organizations typically utilize Sensitive Compartmented Information Facilities (SCIFs) to safeguard classified data from leaks and eavesdropping. However, SCIFs and other highly-secure methods are not as convenient as less secure alternatives—such as personal smartphones. In this instance, Signal's encryption was not the issue; rather, the exposure occurred when an unauthorized individual was mistakenly added to the chat. This human error resulted in sensitive information being disclosed to a reporter. Lessons Learned: This incident highlights critical cybersecurity challenges that extend beyond the military and apply to organizations everywhere: 1.     Human behavior can undermine even the most robust security technologies. 2.     Convenience often conflicts with secure communication practices. 3.     Untrained personnel—or those who disregard security protocols—pose a persistent risk. 4.     Even with clear policies and secure tools, some individuals will attempt to bypass compliance. 5.     When senior leaders ignore security policies, they set a dangerous precedent for the entire organization. Best Practices for Organizations: To mitigate these risks, organizations should adopt the following best practices: 1.     Educate leaders on security risks, policies, and consequences, empowering them to lead by example. 2.     Ensure policies align with the organization’s evolving risk tolerance. 3.     Reduce compliance friction by making secure behaviors as convenient as possible. 4.     Recognize that even the strongest tools can be compromised by user mistakes. 5.     Anticipate that adversaries will exploit behavioral, process, and technical vulnerabilities—never underestimate their persistence to exploit an opportunity. #Cybersecurity is only as strong as the people who enforce and follow it. Ignoring best practices or prioritizing convenience over security will inevitably lead to information exposures. Organizations must instill a culture of cybersecurity vigilance, starting at the top, to ensure sensitive information remains protected. #Datasecurity #SCIF #infosec

Just as we are witnessing large sums of money apportioned to tech-driven national security, a recent BCG publication (upfront disclosure – I am one of the authors) contends that the future of defense readiness won’t be defined by the size of digital and AI investment. It will be defined by who’s equipped and ready to use it.     From intelligence to logistics, defense roles are being redefined by data, connectivity, and AI. Yet without focused upskilling, those advances risk stalling. Just one of the sobering stats we found: nearly 40% of today’s core skills will be obsolete within five years.    In 𝘏𝘰𝘸 𝘋𝘦𝘧𝘦𝘯𝘴𝘦 𝘖𝘳𝘨𝘢𝘯𝘪𝘻𝘢𝘵𝘪𝘰𝘯𝘴 𝘊𝘢𝘯 𝘉𝘶𝘪𝘭𝘥 𝘋𝘪𝘨𝘪𝘵𝘢𝘭 𝘢𝘯𝘥 𝘈𝘐 𝘚𝘬𝘪𝘭𝘭𝘴 𝘢𝘵 𝘚𝘤𝘢𝘭𝘦, we outline six practical steps defense leaders can take to embed upskilling, learning agility, and digital confidence across their forces.    Thank you to my co-authors C. Patrick G. E., Kathryn Finnis, Ben Shuttleworth, and Louis Watt for this collaboration. Proud to be part of this shared effort, and excited to see how this conversation evolves! 🔗 https://lnkd.in/eUBD7pAh

Are you still hiring for cultural fit? This might be a reason you miss out on great talents! Searching for talents organizations are often focusing on finding candidates with a cultural fit. But what if this approach is actually limiting your tech team's potential? Instead of cultural fit, you might want to consider cultural contribution. The distinction between cultural fit and cultural contribution is subtle yet crucial for building truly innovative technology teams. Here's what sets them apart: 🟰 Cultural fit emphasizes conformity to existing norms and practices, often leading to unconscious bias in hiring decisions and potentially screening out candidates who could bring valuable new perspectives to your organization. ➕ Cultural contribution focuses on how candidates can enrich your existing culture while staying true to core values, encouraging diversity of thought and fostering an environment of inclusion. This distinction is particularly vital in tech, where diverse perspectives directly impact product development. When your tech team represents various backgrounds and experiences, they are better equipped to identify blind spots in user experience, challenge assumptions in system design, and create more inclusive solutions. Remember: technology meant to serve everyone should be built by everyone. So how can you identify the key indicators of strong cultural contributors in tech during an interview? These contributors ➡️ demonstrate deep understanding of your company's values while articulating clear ideas about how their unique perspective could enhance your culture and products. ➡️share concrete examples of times they have introduced new approaches or challenged traditional thinking in previous roles, showing both innovation and diplomatic skills. ➡️ ask thoughtful questions about your culture that reveal genuine interest in understanding and contributing to your organization's growth. 💡 Here is a tip for your next tech interview to identify a cultural contributor: Instead of asking "How would you fit into our culture?" ask "How would you contribute to and help evolve our culture?" The answers might just reveal your next game-changing hire. #TechTalents #DiversityInTech #CorporateCulture