The Threads Culture Code. More than just our values, this is who we are, and what you sign up to when you join.

3. We’re agile, entrepreneurial, and
customer-obsessed. As a team, we come
together to solve problems, make
progress, and get things done.

4. WHAT WE VALUE MOST WHEN WORKING TOGETHER

5. BEING ONE STEP AHEAD OF THE
COMPETITION
A PERFECT SOLUTION OR PROCESS
LUXURY CUSTOMER EXPERIENCE DEPARTMENT OR INDIVIDUAL OKRS
WE DO WHAT WE SIGN UP TO DO OUR OWN MOTIVATIONS
CELEBRATE EXPERIMENTATION,
TESTING, AND LEARNING
PERFECTION
COLLABORATION AND
PARTICIPATION
UNINFORMED DECISIONS

6. STRATEGICALLY, WHY WE VALUE INTRAPRENEURSHIP THE MOST

7. 1.Ultimately every sale,
initiative, and
relationship is critical
to our mission and
North 🌟
2.We work hard as a
collective, we aim to
reward results, and
we’re open to trialling
and experimenting
with different ways to
get these results
3.We want employees
to come to Threads
because they see the
opportunity to grow
themselves, and the
business, quickly 🚀
4.Unlike our
competitors, if you
show ownership and
results, you will be
given the opportunity
and career growth to
“think like an owner”
5.Clients come to us
because we
understand what
they want, and our
Shoppers have the
autonomy and
infrastructure to
deliver that 🏆

9. We have company OKRs and
we prioritise our resources
around these
We look to promote internally first
We do everything possible to deliver
high customer satisfaction
We prefer to reprioritise our focus
over adding more to our list
We use the RAPID framework for
decisions
We are transparent on individual and
company performance
We believe in buy-in from our
community over mandates
We measure success on outcomes,
more than process (but we value both)
We celebrate our successes big and
small, together
We demonstrate anything that has
been created or iterated on, to the
user before launch
We measure our team satisfaction &
performance
We care about our time, and we do not
move until we know what success looks
like

10. WHAT WE OWE TO OUR PEOPLE

12. WHAT OUR PEOPLE OWE TO THE ORGANISATION

14. POSSIBLE EARLY WARNING SIGNS (CALL THESE OUT)

15. Micromanagement
behaviours (over reporting,
unnecessary documentation,
telling not coaching)
Initiatives without clear results/
success defined
Bloated decision-making
forums (calls with multiple
people from the same
department without clear
justification, or an ambiguous
discussion/decision process)
People not volunteering to
own opportunities
Less than 60%
participation in feedback
loops
Deadlines missed
without explanation
Lack of clarity
on the vision/ mission
in conversations

16. WHAT TO DO IF WE BREAK THIS CODE

17. 1.Talk to the person,
or people, involved
and find out why
2.If it is an initiative,
complete a
retrospective
3.If it was a
misunderstanding,
review the
communication of
the above
information
4.If it is intentional,
discuss why they
felt this was
important
5.If there is still a
misalignment,
speak to the People
Team and your
manager for more
support on team
and individual
expectations

18. Thank you