I’ve lately come to appreciate what people at Atomic Object call the “worry gene”, especially in the people I work with. Pushing the genetic metaphor
I’ve lately come to appreciate what people at Atomic Object call the “worry gene”, especially in the people I work with. Pushing the genetic metaphor
Can a company really be anything like a family? Is drawing the comparison naive, or a selfish attempt at employee manipulation by a cynical CEO?
Editor’s Note: Since this post’s publication, Atomic has continuously refined its approach to determining a valuation. Here’s a more recent post on the topic from
We have very few rules at Atomic Object. Our employee handbook is intentionally labeled “Atomic Guidelines”, and is full of examples, expectations, and explanations but
Nearly three years ago, Atomic started experimenting with a new form of governance. Today, our Board approves nearly everything brought in front of it. Does
Transparency in a company does a lot of great things. Perhaps first among them is it builds trust. Transparency also creates the potential for broader
There are easier places to work than Atomic Object. We don’t specialize in one industry or technology domain, so we’re constantly learning. We push
People are the only valuable asset of an innovation services company. While reputation, client list, culture, standards and tribal knowledge are also valuable, those all
I have been aware for some time that my position and the demands of my job at Atomic Object isolate me, to some extent, from
Salespeople are most often compensated either fully or partially with commission. The conventional wisdom is that sales people need incentives to sell and should be