'Try to anticipate how a culture might be weaponized against you,' said bhorowitz
has been widely criticized in the recent past. What do you think allowed those cultural problems to emerge at WeWork?Oftentimes a cultural strength ends up being — if you're not careful, it can be a weakness. With WeWork — and I don't know the company that well — they had this wonderfully optimistic culture that they could do anything. They were going to change the nature of business. So a very big mission and a very big vision.
But competitiveness and winning were so heavily emphasized, incredibly heavily emphasized, and there wasn't really a counterbalance to that. And as the company grew, it got interpreted in ways that ended up being destructive. The most famous one is the HR manager who got the sexual harassment complaint fromAnd the [HR] manager said, 'Well, that manager is a high performer, so we're not going to do anything.' There's no way that that instruction would have come from the CEO.
Microsoft used to famously — if they acquired a company, they would move them to Redmond and they wouldn't buy you unless you were willing to move to Redmond. That was literally the state of the communication technology in those days. So it has gotten better in that way. There's not a totally easy answer, but you have to be more intentional about the rules and more thoughtful. Probably the culture is just going to end up being less comprehensive.
Andreessen Horowitz initially passed on Airbnb. They got a second chance when the startup pitched them again in its Series B financing round.In the book, you mention that Andreessen Horowitz always gives entrepreneurs feedback, even if you're rejecting someone. How do you find time to do that, given all the many entrepreneurs who pitch you?It's the most important thing to us because it's the cultural virtue that we built the firm on.
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