Atomic has the goal of being the first 100-year-old software consultancy. In a business environment where software consultancies are succumbing to the ebb and flow
Showing hospitality during software development
According to Danny Meyer, hospitality is “the single most powerful business strategy that doesn’t get taught enough in business school.” While hospitality is obviously important
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
Bo Burlingham on Exiting Your Company Regret-Free [VIDEO]
I’m a long time from leaving the company I started. There are problems to solve, things to learn, and new opportunities every day. Atomic Object
The case for detailed time tracking, part 5 – Growth
How do you know the amount of work you can responsibly take on at the individual, team, or company level? Are you investing time in
Bringing your whole self to work
Do your employees bring their whole selves to work? Can they? Can you? If not, you’re in a lose-lose-lose situation. The first loss is the
The case for detailed time tracking, part 4 – Sustainability
Have you ever felt fatigued and found yourself telling others how much you are working or how a particular work responsibility is draining? Have you