Koidra’s Culture

🧭 Koidra employees live and breathe these core principles. They are our compass pointing us in the right direction, and should be consulted for every decision. We apply them every day, in every situation.

Koiers are open and honest with each other, with our clients, and with ourselves. We use this culture of transparency to improve when things go wrong and to reinforce when things go right. Koiers come together and support each other when a roadblock or challenge arises; we can’t give or receive that support if challenges are hidden or covered up.

Koiers are owners. They act on behalf of the entire company, beyond just their assigned duties. Owners ignore boundaries between jobs and departments if necessary to complete their projects. In this spirit, Koiers leave everything they touch (projects, tasks, processes, etc.) better than how they found it.

Owners will manage every dependency and won’t make excuses if something goes wrong. They never say ‟that's not my job”. Being a member on a project with coworkers means not only working on your assigned task but also working to encourage task completion from all members.

Start with the customer and work backwards. Each of us must always understand our customers, either external (clients) or internal (whoever need our results for their own success). We always think customers first and work vigorously to earn and keep their trust. Koiers always work to anticipate and satisfy the needs of the customer, and that begins with understanding their pain points and their motivations. Then we implement solutions as quickly as possible, sometimes before a problem even arises.

It’s better to start simple and continuously improve than to trying to implement a perfect solution (which never exists) at first try. Excellence is not created by a single attempt, excellence is the product of consistent improvement over time. Koiers know how to get started, how to improve, and how to keep progress rolling.

Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking. Often, people get caught up in “analysis paralysis,” meaning that they spend too much time planning and do not take action quickly enough. Koiers do not always need to be 100% sure to make a decision. When we are 80% certain and have a strong business judgment, it is better to decide now with limited information rather than wait another nine months.

Koiers are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Koiers do not compromise for the sake of social cohesion. It is their moral code to point out what they truly feel is the best path forward, and why they think so.

Koiers also know this course of debate must be swift because action must be taken. Once the decision is named they must fully commit, even if they are still in disagreement. Progress will come from trust in our coworkers’ opinions, a united front, and consistent forward movement.

DRY is a powerful principle in business, although it originates from programming. Koiers push relentlessly toward automation. They are obsessed with learning and doing new things everyday. They do so by automating the repetitive processes or information as much as possible.

Koiers adopt a growth mindset; we believe our talents and abilities grow when we tackle challenges. We don’t see failure as anything more than lessons to launch ourselves to a higher level when the next opportunity arrives. In this way, challenges are extremely valuable to Koiers. Feeling uncomfortable with what you are doing, and working through those feelings, is how you grow. In this way, our Growth Mindset principle is woven into our Bias for Action principle and Start Simple and Improve principle.