Organizational culture does not develop in a linear fashion, nor does it evolve in isolated pillars.
Organizational culture is weaved together from many interwinding strands. It’s the way we recruit, the way we handle our daily meetings, the way we advertise ourselves. It’s the way we handle crisis, or change, or conflict. It’s how we design our offices and how we design our swag. It’s how we converse with each other, and how we communicate our wins and losses.
When Amir joined Facebook, it was a 60,000+ people company; most of these were R&D staff. He was the 21st QA Lead in the company, globally.
His job is to engender a culture of quality in product groups that have dozens or hundreds or thousands of engineers working in them, and to “weave” quality into the organizational fabric.
Do you want to know how to do that?
Key takeaways:- Quality is everyone's agenda. It's never someone else's problem.
- Nobody wakes up in the morning looking to ship a bad product. but a culture lacking in quality pushes us to do it anyway.
- Quality is always intentional and premeditated. It has to be seeded into the cultural fiber of the organization.
