Designing Success: How to Build a Culture that Drives New Ventures

Designing Success: How to Build a Culture that Drives New Ventures

Did you know that the average tenure of an employee at many large tech companies is less than two years? This figure is estimated to be even lower when it comes to startups. These data points, rather than being a criticism, are a symptom of a talent market that operates with very different levers than traditional ones. While some prevailing factors are related to stability, workload, or compensation, others are gaining ground, such as career development, the impact of work, and the values and purpose of the company.

In parallel, a study reveals that 56% of companies in Spain acknowledge that certain aspects of their organizational culture prevent them from being as innovative as they would like. When we combine both points, a relevant conclusion emerges: culture has become the decisive battlefield not only to attract but to activate the potential of the best talent.

Beyond visible benefits or the corporate values painted on the wall, the true culture of a company resides in its daily dynamics. How work is done, how communication takes place, how processes are designed, how leaders chart the course and make decisions… It encompasses everything from how people are hired and fired to how feedback is given, what the quality standards of work are, how mistakes are managed, and successes are celebrated, etc. Because culture is what is breathed, what happens when no one is watching, and what truly defines a company's identity.

Redefining the Playground: High-Performance Team

The goal is to cultivate a culture that cares for people and simultaneously empowers them to reach their maximum potential. Well-being and high performance are not incompatible; they must go hand in hand and, in balance, become the engine of any company. At Byld, we focus on well-being through disruptive benefits like a 4-day workweek, but we equally believe it is essential to be the best option for our team's development, creating an innovation environment where multiple ventures from different territories are ideated, validated, and launched concurrently.

One of the most widespread and at the same time most limiting metaphors when talking about culture is "we are a family." While this view stems from a positive intention for cohesion, it can have limitations in a context of innovation and professional development. A family is based on unconditional ties, whereas a high-performance team is united by a shared commitment to an ambitious mission, where the contribution of each member is vital.

This elite team approach defines our way of operating. We support and accompany each player to shine and grow, but with the honesty of expecting a reciprocal commitment. In a model as dynamic as venture building, adopting this high-performance team mentality is a strategic decision for Byld. It allows us to attract and consolidate professionals who are not just looking for a good job but a challenge that matches their capabilities. This density of talent, united by a culture of trust and high standards, is precisely what gives us the capability and agility to ideate, validate, and launch multiple ventures concurrently.

A Culture that Attracts and Evolves

Once the playground is defined, it is essential to understand what motivates the best players to join and stay on the team. The answer is rarely found exclusively in traditional compensation packages. They seek an environment that intellectually challenges them and offers real opportunities for growth. They yearn to feel a purpose, to understand how their daily work contributes to the success of a venture. And above all, they aspire to be part of a strong culture where they feel valued and heard.

In parallel to the idea of a culture that attracts, culture cannot be a static element; it must be a living entity that evolves at the pace of the company itself. This adaptation is crucial and manifests at all levels: from the small rituals and daily dynamics of a team to the large processes that underpin the organization.

Therefore, it is a mistake to think that there are good or bad cultures in absolute terms. There is no standard model, but a tailored suit that must be designed focused on people and based on the nature of the business and its needs. The key is to design the environment that best serves the strategy, ensuring that culture is always an accelerator, and not a brake, for our objectives.

Listening, Leadership, and Coherence

If we understand culture as the operating system of the company, it is evident that it cannot be left to chance. On the contrary, it is designed, constructed, and maintained consciously. This design is supported by some fundamental aspects.

One of them, probably the most important, is active listening. A survey can be an indicator, but never the only thermometer. The key is to understand how the team "breathes," a culture of honest and constant feedback, driven by approachable leaders who are present in the office, focus on people, and create the spaces for important conversations to happen. It is in that closeness where the most valuable insights are found.

The second pillar is leadership that embodies the culture. Values are not communicated through posters but through the daily decisions of leaders. Who they hire, who they promote and why, how they act and set an example, and a long list of decisions that define what the organization truly values.

Finally, coherence in systems is what anchors culture to operational reality. The company's processes must reflect the desired behaviors. If collaboration is valued, incentives should be group-based. If agility is prioritized, unnecessary bureaucracy must be identified and eliminated, ensuring that the structure works in favor of culture, and not against it.

In summary, building a high-performance culture is an exercise in conscious and constant design. A strategic decision to create an environment that exceptional talent wants to be part of. The challenge is to move from default culture to designed culture. Not allowing it to simply happen but building it every single day.