Navigating cultural challenges in growing teams

The culture of a start‑up is not defined by beanbags, ping‑pong tables or free snacks. It is the shared values and behaviours that guide how people work together and make decisions. In a science‑based spin‑out, culture emerges from the founding team’s attitudes toward openness, integrity, collaboration and learning. If you do not intentionally shape culture, it will be defined by default and may become misaligned with your mission.

Strong culture is a strategic advantage. It helps recruit and retain talented people who share the company’s mission. Investors also look for teams with cohesive cultures because they trust that such teams will adapt and overcome inevitable obstacles. Conversely, ignoring culture can lead to toxic dynamics: cliques, hidden agendas, or disregard for new team members. This is particularly important when academics and industry hires work together; they bring different expectations about communication, hierarchy and risk tolerance.

To build a healthy culture:

• Articulate your values early and communicate them repeatedly. Be explicit about the behaviours you expect (e.g., respectful disagreement, data‑driven decisions, bias toward action).
• Lead by example. Founders set the tone; people watch not what you say but what you do. If you value work–life balance, do not send midnight emails.
• Hire for cultural fit and add. Seek candidates who embrace your values but also bring diversity of thought and experience. Culture should evolve, not stagnate.
• Create feedback loops. Regularly solicit input from the team on what is working and what isn’t. Encourage candour without fear of retaliation.

As the team scales, revisit these practices. Processes that worked with three founders may fail with thirty employees. Being intentional about culture ensures that growth strengthens rather than dilutes your core identity.