We are a one-to-few communications company.
We help build and improve streams of knowledge, from authors to readers.
We sustain trust, selection and filtering.
We're a tiny part of the circulatory system of scientific knowledge.
Our three core attributes are quality, flexibility and efficiency. Our most important asset is trust — the trust of our readers, the trust of our authors, the trust of our clients, the trust of our colleagues.
We want our work to be meaningful and make us proud. We are renowned for quality. We strive to leave things better than we found them. Our attitude is, if we see a piece of paper loose on the floor, we pick it up. We take pride even in the hidden parts that no-one outside would see.
Our “rule of engagement”: when in doubt about what to do, choose the path that builds the most trust. You cannot (and often should not) please everybody, but you can maintain or increase trust. We value directness, and admit and learn from our mistakes.
We are flexible and nimble; we spin on a dime and adjust to new situations. Jobs can change at any time: you were hired yesterday to do one thing, but may be needed tomorrow to do another.
We believe one’s most important skill is the ability to learn new things. We aim to stay curious, stay hungry, learn new things and get better at them. Stagnation is the beginning of decay.
Making a good decision fast is better than making the best decision too late. Also, we know that pleasing everyone ends up serving no-one well. On each task there is one person on point, who solicits input and welcomes debate, but ultimately makes the call, owns the decision, drives the execution, and takes responsibility.
We listen to each other, strive to learn from each other, and are comfortable admitting our mistakes. We seek truth and improvement, not political advantage. We believe that, by being ourselves and nurturing our differences, we can each best contribute our unique talents.
If we all agree on something without debate, it may be that we’re not wrong, but it’s almost certain that we haven’t thought things through. Everyone should ask, “why?”, “how much time should I spend?”, “what should I not do instead?”, “what gets pushed to the backburner?”, “are you sure it’s worth it?” Everyone should understand why they’re doing something and how their work fits in with everyone else’s.
We dream, but we have the strength to say “no” to most good ideas — we pick our fights, we build on our core strengths, and we stay focused on our mission. There are too many good ideas, but only a very few can be executed well at a time. We pick the one idea that’s likely to have the most effect, and focus our resources on it.