Culture Deck

Built company culture


Date: 2013 ~ 2019
Category: Business Company Culture
My Contribution: Project Management Communication


For about six years from 2013 to 2019, I worked as a co-founder at Oeclab corp. and worked on creating a part of the company culture. I was concerned about who we would work with and how we could achieve sustainable development of the organization and the individual.

Who would work with


Since the company is made up of people, We thought the most important problem was who we work with. When it came time to hire someone other than co-founders, like other companies, endless agony began. When we hired someone, we wondered if it would be positive for the company and positive for that person.


We wondered what kind of person we wanted to be, and wrote it down.

first version of people who want to be together

In the development since the early version, I consulted a lot of materials and books from other companies such as Netflix, Elegant Brothers, and Valve.

Based on this, a framework was established, and every time the number of members increased, all the members including the interns were contemplating together. Listening to new members was an important step for two reasons as follows. First, we could see if we were hiring properly, and second, we could take a new perspective on what we were missing. As the team continued to grow, the culture deck could be constantly refined with the help of new members.

Gathering comments to create a statement

A version that can be attached to the most recently received location

Feedback to Growth


Luckily, the company began to be filled with good people. The organizational culture has matured and positive synergies have arisen with the addition of members. But as a startup, I wanted to grow faster, and I thought that systematic, honest feedback was needed for the growth of the organization and its members.


The idea of honest feedback came from Ray Dalio. The concepts in his many videos and the book Principles were adapted to the company's situation. Giving good feedback is difficult, but I wanted to continue to improve through practice. Once a month, we have a place to give peer-to-peer feedback. People picked words carefully and gave sincere feedback because they communicated publicly in front of every member.

Team members are writing feedback

The standard of judgment was the cultural document we made. The feedback was to give one positive feedback and one negative feedback. Negative feedback included suggestions for improvement. Thanks to good members, it was helpful.

Feedback I received

This is the feedback post-it I actually received. I received affectionate feedback from my team members each month and used it for my development.

Continuous Learning Environment


Even though we are an education company, we have been busy so we have less and less time to invest in our own learning. It was a moment that required a variety of experiences and continuous learning.


I made a study time for learning. When I first created the study system, we went through two prototypes and created some minimal framework.

  1. Use Google Slides: Don't spend time decorating slides, but prepare the content thoroughly.
  2. Once a week, take turns one by one
  3. One hour including Q&As
  4. Be responsible because you spend someone else's time
  5. A free subject

My presentations

I conducted 14 studies for about two years. I had new knowledge of areas I didn't know but were interested in, and I could take a deeper look at areas I knew well.

Study in progress

The study was held every Friday afternoon, and a place for learning about various topics was held. The study covers topics ranging from entrepreneurship, education, marketing, design, development, management, and corporate culture to practical skills such as writing, study and speech, and hobbies such as travel and beer. This created a culture of learning new things.