My name is Per Eriksson. I was the President & CEO for NetEnt between 2012-2018 NetEnt is a company that produces games and platforms to the Igaming industry with offices in 3 continents. When I first started in 2012 it was clear that my predecessor had used management by fear and the company was in distress.

As an Experience Design and Internal Engagement Agency, CPG helps clients grow their business by connecting their people. We believe that great culture and engaged stakeholders move the needle for an organization – and that, of course, includes us! One of the most effective ways to ensure that we practiced what we preach was by creating our Values Team.

In 2014, American Express Global Business Travel (GBT) formed a new corporate entity after splitting from its parent company American Express.

I never thought I’d end up starting (or working at) an agency. In 2008, when I left my job at a start-up, I viewed agencies as parasites hell-bent on trying to sell you stuff you don’t need, making big promises against which they couldn’t deliver. And actually, I still feel that way about most agencies. So many of my team members have shared their horror stories about life at other agencies and so many of our clients…

Over the course of RF-SMART’S history, we have been intentional to define and encourage our culture in specific ways, and the results have been significant: extremely high team member retention (94% last year), consistent revenue and profit growth (Inc. 5000), and award-winning engagement (Best Places to Work). So…how did we shape our culture? Our technology company was founded in 1982…

A few years ago, independent filmmaker Tony Shaff made a documentary about Highlights magazine called 44 Pages. The film follows the creation of the 70th anniversary issue of our iconic children’s magazine and introduces viewers to the small, cheerful, and admittedly quirky team that passionately plans and produces each monthly issue.

Creating culture is challenging. Creating culture and replacing entrenched habits and ways of doing things? That’s the kind of multi-year challenge that edges closer to near impossible. Which is why we’re all in.

When I joined the team at GadellNet, one of the first things I noticed was what it felt like to work at GadellNet. We were small then, less than five people, and it truly felt like family. The culture was naturally customer-centric, helpful, transparent, and flexible.

An intentional, authentic culture is important for a high-growth, highly autonomous organization. Many leaders start with core values and a core purpose, but they stop short of bringing a culture to life. How do you know if the culture is alive? How do you know people are living it every day? This is the story of how we established our culture and of the people who prove the culture is alive and thriving.

Hiring the right people is key to success, but it’s also one of the biggest challenges faced by any company. With millennial employment turnover rates of 37% in the first year…