Open Core Venture’s five core values are the guiding principles that shape our results-oriented culture. They enable us to align our behaviors and actions with our goals. OCV’s values are a living document that is refined and revised as the firm grows and evolves.

We know our values are effective when:

  1. They shape our culture: Values define our identity and how we interact with one another and stakeholders.
  2. They support our goals. Values create a strong foundation for sustainable growth by aligning our mission with our daily operations and goals.
  3. They guide our decision-making. Values provide a framework for making consistent decisions. They help us navigate difficult situations by aligning choices with our core beliefs.
  4. They drive accountability: Values set expectations for behavior and performance across all levels of the organization. This leads to consistency in how business is conducted and holds individuals accountable.
  5. They attract talent: Our values attract employees who share common beliefs and behaviors.

Boldness

We are opinionated, decisive, and confident. Operating with conviction, openly acknowledging challenges, and unapologetically committing to our model is how we will achieve our vision.

Be wrong but quick

We accept that we often need to make decisions with imperfect information. We have a high tolerance for experimenting and being wrong with a high expectation for swift course correction.

Be prepared to evangelize

We are turning the venture model on its head and acknowledge there are inherent challenges. We embrace these challenges as creative constraints and believe success will validate our boldness. We are committed to our model and equally responsible for evangelizing the model.

Transparency

We operate in a transparent environment, with clear terms and open communication, guided by our public handbook. Developing a culture of shared context is a competitive advantage that enables us to move faster.

Contextual decision-making

We openly share the “why” driving our decisions. We are not a consensus-driven organization and we give decision-making authority to designated directly responsible individuals (DRIs). DRIs demonstrate respect for their collaborators and peers by proactively providing context for the final decision.

Documentation

We write things down. We take notes during synchronous meetings and document outcomes and action items. Firm guidance and public process changes are communicated with a handbook link.

Open communication