As mentioned in my previous post, a task force (TF) was formed Wadizat the start of this year. The purpose of the TF was to define how Wadizwork in order to create a more satisfying work environment and workflow. While we planned various activities to achieve this goal, the outcome we considered most essential was Wadiz.
What is a Culture Deck? It is a document that outlines how company members work, the types of people who work there, and what the company values, thereby showcasing the company’s core values and culture.
The Jin-gook TF had the ambitious goal of “defining the Jin-gook culture by exploring what it means to beWadiz.” The expectation was that if this project succeeded, Jinguk’s worldview would become even clearer, and if we could build a shared sense of purpose among team members in the process, everyone would be able to work more proactively and with greater satisfaction. Going one step further, I dreamed of a “Jinguk Universe” where even Jinguks outside ofWadiz —those who resonate with Jinguk’s values—would be drawn to us and gather together.
So the full name was "Exciting Jin-gook's TF."
To cut to the chase, Culture Deck is finally complete—albeit in an unexpected way. With the start of May, Jin-gook’s TF Season 1 came to a close. But the journey to get here wasn’t quite as exciting as I’d hoped.
At first, I tried structuring it as a detailed, step-by-step explanation of Wadizfive principles, which are already well-defined, and then I looked up references from all sorts of other companies and tried weaving them together in a similar vein... But it didn’t feel like our story—it was too stiff,boring, and difficult,and I didn’t thinkanyonewouldreadit—so I kept scrapping the draft and starting over from scratch.
It felt like it would never end...
With each new version, the final product took on a completely different form. It was truly an intense period of questioning and redefining our identity. Fortunately, through that process, we were able to identify the keywords that define Jin-gook. It was from a Brunch post byWadizCEO Shin Hye-sung discussing “what matters most to an entrepreneur.” (It’s an article written in 2017titled “What’sMore Importantto an EntrepreneurThanthe Lean Startup.”)
In this article, CEO Shin Hye-sung emphasizes why the “why” behind what we do is so important, and introduces three criteria by which founders should evaluate themselves: Integrity, Excellence, and Stewardship.
Excellence with Integrity
Combining the first two of these criteria has become the key phrase that defines Jin-gook’s identity: a person who pursues excellence with authenticity;someone who seeks the right way out of a desire to do what is right, and who sees things through to the end to achieve results. (If we add “stewardship” to this, we might just have “Jin-gook the Leader,” right?)
So, how does Jin-gook, who pursues excellence with genuine dedication, go about his work?
- Jin-gook’s Work Philosophy 1. Never work without knowing the “why.” 2. Work with clear priorities and see every task through to completion. 3. If you don’t know something, ask anyone. 4. Listen carefully to what is being said and accurately identify needs. 5. Take on many tasks that aren’t assigned by others. 6. I offer constructive feedback instead of speaking ill of others behind their backs. 7. If I’m unsure, I report it; if I’m confident, I make the decision. 8. I learn from everything, all the time. 9. I rest well so I can work well. 10. I look for ways to delegate my work.
Ultimately, all of these things were deeply connected to Wadizmission and the kind of colleagues we wanted to work with. In other words, why we work Wadiz, and what kind of problems we want to solve alongside our colleagues.
Everyone Wadizhas their own "better" message
I want to work at a healthy company—a reasonable company where I don’t have to wait in line, don’t have to read the room, can ask questions when I’m unsure, and where people don’t just brush things off by saying, “That’s just how companies are.”
To build and sustain a company like that, we need team members who are truly committed, and to achieve the best results without cutting corners, we must strive for excellence. As the company grows, these ideals may seem impossible to maintain, and there’s a high chance that people will eventually come to accept that “that’s just how companies are.” But we can’t give up, can we? I hope Wadizremains true to its original vision and values, because I don’t want to see the dedicated people who joined because they love Wadizmission, their colleagues, and the organizational culture leave feeling disappointed. And because I, too, want this to be a company I want to stay at.
We introduced WadizCulture Deck, which was completed through this process, at the May Impact Forum (a company-wide communication program held at the beginning of each month to share the company’s direction and achievements). Jin-gook, who had come a long way with us, worked hard to prepare the presentation so he could effectively convey the TF’s concerns and sincerity, and the response from our team members was truly enthusiastic.
Such a touching survey... 😭
A single Culture Deck isn’t enough to makeusa perfect company.In fact, a perfect company probably doesn’t exist—oratleast, it won’t exist forever.Butas long as we hold onto the unchanging, unique values that define who we are, and as long as we never give up on our efforts to strengthen these values we cherish,surely we cancontinue tobuild a company where we can work while upholding what matters most to us?
We hope that “Jinguk’s Way of Working” will take root not just as a set of guidelines but as a culture, enabling us to maintain a healthy company as we originally envisioned, and that we can all move forward together with a shared vision. For those interested in reading the full text of “Jinguk’s Way of Working,” we are releasing the Wadiz Culture Deck.
