Atomic will be nineteen years old this June. Part of my journey over those years has been figuring out ways of doing business — and
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A framework to define and describe organizational culture
Everyone knows how important culture is. The right culture is attractive to talent and gets you through internal challenges and external shocks. A toxic culture
Atomic Ownership, Part 6: Lessons Learned
Our non-ESOP approach to employee ownership meant we got to determine how our program worked. The legal advice we got was very helpful, but it
Atomic Ownership, Part 5: Distributions
Editor’s Note: Since this post’s publication, we’ve further improved our approach to distributions. Find a revision to our Rainy Day Fund here, and continue reading
Atomic Ownership, Part 4: Financing employee ownership
Having decided to take the bold step of becoming an employee-owned company, written up a prospectus, determined a valuation, and heard “yes” from seven interested
Atomic Ownership, Part 3: Valuation
Editor’s Note: Since this post’s publication, Atomic has further refined its approach to determining a valuation. Keep checking in on Great Not Big as we
Atomic’s purpose: to be a company where work matters
We’ve said for the last six years that Atomic’s vision is to be a 100-year-old firm. Our vision has helped us make decisions and invest
Elevating & distributing “glue work” flows out of our core principles
Glue work is stuff that needs doing, but falls outside of a job description. It can be critically important, but isn’t any specific person’s responsibility.
Atomic Ownership, Part 2: How the Atomic Plan & our ESPP work
This post is the second in a six-part series on Atomic Object’s ownership and the non-ESOP approach we took to gradually shift from a founder-owned
Atomic Ownership, Part 1: Context, motivations, and accomplishments to date
In 2007, when Atomic Object was six years old, I decided I wanted to broaden our ownership base to include employees. In 2009, we executed