Minutes before his chairs outburst, he was suggesting a new seating plan for Slack's designers, to reduce competitive time-wasting.Įqual parts ADD and OCD, this extreme attention to detail has made Slack, by some measures, the planet's fastest-growing start-up. ![]() He personally wrote the first several thousand tweets from Slack's Twitter account. All the bathrooms in Slack's three offices play French radio because he believes no one should have to hear their co-workers' bathroom noises. No element is too minor for his attention. To elaborate one point, Butterfield, a former video-game designer, offers a metaphor involving the game Minesweeper, wherein success or failure hinges on the player's first move. They include "Don't make me think", "More clicks is OK", and "Data won't settle any interesting question". "Communication is one of the things that causes tension in an organisation." Slack takes that away. ![]() ![]() Creator Stewart Butterfield stuck to his guns on it. On the agenda is the question that's been most on Butterfield's mind lately: how his $US2.8 billion ($3.9 billion) start-up, which makes business-collaboration software, can be as good with 250, 500, or a thousand people as it was when he founded it with a team of eight.įor today's meeting, Butterfield, sporting camouflage suede wingtips and argyle socks, has prepared a list of "teachable principles" he wants his people to internalise. It's late morning on a Thursday in September, and Slack Technologies CEO Stewart Butterfield has convened a meeting with his design and product heads in the company's low-key San Francisco headquarters.
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