A minimum viable culture is a [[Good Company Culture|company culture]] model that focuses on streamlining culture in favor of low-touch collaboration. ### [[Asynchronicity|Asynchronous]] communication is the rule In a minimum viable culture, asynchronous communication is expected. While [[Slack]] chat is used, Gumroad uses it more like a forum, where responses are expected to be up to a day later. [^gumroad] Gumroad also does not have deadlines or meetings that might encourage synchronous communication. ### [[Communication]] is still key Communication is still critical in this model, despite its asynchronicity. If anything, communication is likely *more* important, as the likelihood of delays due to misunderstandings is higher. ### Work is just another thing employees do In the Minimum Viable Culture model, there is no attempt to make employees' membership on the team more meaningful than what it is: a job. ### [[Continuous Improvement|Continuous Delivery]] This model relies on continuous improvement so that the team can still make progress on features without having formal deadlines. ### High autonomy, trust, personal integrity A prerequisite to this [[Work Methodologies|Way of Working]] is a high calibre of employees that are: - senior in experience - highly self-motivated - have a strong sense of integrity As such, this model places a lot of emphasis on the hiring stage. ### [[Commander's intent]] rather than shared [[OKR]] Teams with a minimum viable culture must understand the commander's intent and be able to work towards it independently without having concrete tasks set out for them. ## Advantages ### Flexible and part-time hours The structure of this model lends itself well to those who need to work non-standard or fewer hours due to personal circumstances or preferences. Gumroad's team works entirely part-time. [^gumroad] ## Disadvantages ### Little growth potential In this model, the goal is to grow slowly and sustainably, and the team is unlikely to take large risks that have the potential for large payoffs. This "safer" approach may not be for everyone. In particular, people at the start of their careers may be better suited to more traditional culture models, where the opportunity for growth is higher. ### High experiential bar The high degree of autonomy that is required by this model make it extremely difficult for junior employees who may be looking for a bit more hands-on guidance than can be given at a company like this. ### Lower personal investment A lower degree of culture comes at the cost of a lower personal investment in the company and in one's work. [^gumroad]: Lavingia, S. (2021). _No meetings, no deadlines, no full-time employees_. Sahil Lavingia. Retrieved from https://sahillavingia.com/work?s=09 . [[No Meetings, No Deadlines, No Full-Time Employees|My highlights]].