When Kainjoo was founded, it was embedding an idea. This idea is quickly lost when a structure grows, and it is natural to see the DNA of a company evolving. That said, the success of a venture is linked to how true we are to ourselves. This is the commitment to remain focused on our vision and strategically accepting choices that will help us get there, not derail from it.
All these elements construct our culture and dictate how we should behave. It starts with our founder’s vision, which translated into the founding manifesto gives birth to our purpose. As a goal is the North Star, we tend to pursue, to reach our destination (our vision), we still need a compass on how to behave every day: these are our leadership principles. The issue with regulations is that you tend to see them in a siloed approach, and it is hard to grasp the ideal behaviour of a Kainjoo team member. This is where the philosophy guides applying these principles, as a lot of it is this 6th sense you can’t replicate at scale.
Last, you need some rules. Rules are a framework we all accept to work within to help us guide our decisions. While the Kainjoo philosophy helps us navigate in the unknown, applying our leadership principles, the Code of conduct documents what happened to not reproduce the same mistakes in the future.