Uploaded April 2024 | Updated September 2026, 2 weeks ago
Patrick Collison is an entrepreneur, best known for co-founding Stripe in 2010 with his brother, John. Through Patrick’s leadership, Stripe has reshaped the digital economy by simplifying online payments through removing intermediaries. Today, millions of businesses—from hyper growth startups to global enterprises like Ford and Amazon—use Stripe to accept payments, send payouts, and manage complex global businesses online. Patrick also co-founded the Arc Institute, a biomedical research institute that is pioneering a new model for research in partnership with Stanford, UCSF and UC Berkeley.
In a fireside chat format, Patrick will discuss his entrepreneurial journey and delve into Stripe's history, the evolution of its unique organizational culture, his leadership strategies for navigating challenges and fostering innovation within the changing landscape of the future of work, and groundbreaking approaches to technology.
This talk is co-sponsored by the Berkeley Center for Workplace Culture & Innovation.
Patrick Collison is an entrepreneur, best known for co-founding Stripe in 2010 with his brother, John. Through Patrick’s leadership, Stripe has reshaped the digital economy by simplifying online payments through removing intermediaries. Today, millions of businesses—from hyper growth startups to global enterprises like Ford and Amazon—use Stripe to accept payments, send payouts, and manage complex global businesses online. Patrick also co-founded the Arc Institute, a biomedical research institute that is pioneering a new model for research in partnership with Stanford, UCSF and UC Berkeley.
In a fireside chat format, Patrick will discuss his entrepreneurial journey and delve into Stripe's history, the evolution of its unique organizational culture, his leadership strategies for navigating challenges and fostering innovation within the changing landscape of the future of work, and groundbreaking approaches to technology.
This talk is co-sponsored by the Berkeley Center for Workplace Culture & Innovation.

![Episode 5: How To Avoid Creating a ‘Yes Man’ Culture
A “yes man” culture that is adverse to dissent can not only be stifling for employees, but in some cases, can be downright dangerous. So how do you create a culture where everyone feels empowered to bring their ideas to the table?
On today’s episode of Culture Kit, Haas School of Business professors and organizational culture experts Jenny Chatman and Sameer Srivastava answer a question from Shuchi Mathur, the Vice President of Customer Experience at Reelgood. Jenny and Sameer share examples of companies they’ve worked with like Pixar and Netflix that have built cultures around celebrating failure and farming for dissent.
Do you have a vexing question about work that you want Jenny and Sameer to answer? Submit your “Fixit Ticket: https://forms.gle/mxt7gBpRFqy4e52z5.
Find the full transcript and learn more about the podcast and the Berkeley Center for Workplace Culture and Innovation at https://haas.berkeley.edu/culture/culture-kit-podcast/ .
*The Culture Kit with Jenny & Sameer is a production of Haas School of Business and is produced by University FM.*
Jenny & Sameer’s 3 Main Takeaways:
1. Be intentional – recognize that you need to go out of your way to prioritize dissent; otherwise you might inadvertently stifle it.
2. Build systems – some organizations even establish processes to encourage people to take deliberate action to surface dissent. This is mission-critical in an organization where life and safety are on the line.
3. Model what you want to see – leaders need to actively model a willingness to admit when they’re wrong and own up to mistakes. At the same time, they can seek out and defer to expertise, rather than acting like they always have the answers.Show Links:
• Boeing Hit by Damning FAA Report Faulting Safety Culture (https://www.bloomberg.com/news/articles/2024-02-26/boeing-safety-culture-found-inadequate-confusing-by-faa-panel) [Bloomberg]
• Fixing Boeing’s Broken Culture Starts With a New Plane (https://www.bloomberg.com/news/articles/2024-04-04/fixing-boeing-s-broken-culture-starts-with-a-new-plane) [Bloomberg]
• Boeing: Last Week Tonight with John Oliver (HBO) (https://www.youtube.com/watch?v=Q8oCilY4szc&ab_channel=LastWeekTonight) [YouTube]
• The Lasting Leadership Lessons From The Challenger Disaster (https://www.forbes.com/sites/michaelperegrine/2021/01/24/the-lasting-leadership-lessons-from-the-challenger-disaster/) [Forbes]
• The Challenger Launch Decision: Risky Technology, Culture, and Deviance at NASA (https://books.google.com/books/about/The_Challenger_Launch_Decision.html?id=6f6LrdOXO6wC) [University of Chicago Press]
• Sales Misconduct at Wells Fargo Community Bank (https://hbsp.harvard.edu/product/118009-PDF-ENG?Ntt=sales%20misconduct%20at%20wells%20fargo) [Harvard Business Publishing]
• Zappos has quietly backed away from holacracy (https://qz.com/work/1776841/zappos-has-quietly-backed-away-from-holacracy) [Quartz]
• Structure That’s Not Stifling (https://hbr.org/2018/05/structure-thats-not-stifling) [Harvard Business Review]
• Farming for dissent: The strategy that helped Reed Hastings turn Netflix into a $240 bn company (https://www.businesstoday.in/latest/corporate/story/farming-for-dissent-the-strategy-that-helped-reed-hastings-turn-netflix-into-a-240-bn-company-426299-2024-04-21) [Business Today]
• Reed Hastings: This 3-word tactic helped make Netflix a $240 billion company (https://www.cnbc.com/2024/04/20/how-to-make-big-decisions-the-tactic-reed-hastings-used-at-netflix.html) [CNBC]
• Netflix: A Creative Approach to Culture and Agility (https://hbsp.harvard.edu/product/420055-PDF-ENG?Ntt=netflix%20culture) [Harvard Business Publishing]
• No Rules Rules: Netflix and the Culture of Reinvention (https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/1984877860) [Penguin Press]
• Mindset: The New Psychology of Success (https://books.google.com/books/about/Mindset.html?id=fdjqz0TPL2wC) [Random House Publishing Group]
• Lessons from Pixar 2: Failure Is an Ingredient for Creativity (https://medium.com/great-business-stories/lessons-from-pixar-2-failure-is-an-ingredient-for-creativity-b54b34abaccd) [Medium]
• Microsoft CEO Satya Nadella Apologizes For Comments On Womens Pay (https://www.forbes.com/sites/amitchowdhry/2014/10/10/microsoft-ceo-satya-nadella-apologizes-for-comments-on-womens-pay/?sh=69f534ff6d2b) [Forbes]
• Microsofts CEO Sent an Extraordinary Email to Employees After They Committed an Epic Fail (https://www.inc.com/justin-bariso/microsofts-ceo-sent-an-extraordinary-email-to-employees-after-they-committed-an-.html) [Inc]
• Satya Nadella at Microsoft: Instilling a Growth Mindset (https://hbsp.harvard.edu/product/LBS128-PDF-ENG?Ntt=satya%20nadella) [Harvard Business Publishing]
• Managing High Reliability Organizations (https://journals.sagepub.com/doi/abs/10.2307/41166631) [California Management Review]
• Must accidents h... Episode 5: How To Avoid Creating a ‘Yes Man’ Culture](https://i.ytimg.com/vi/b7paWqdWAt0/mqdefault.jpg)








