The 200-person rule

The “200-Person Rule” wasn’t just a number etched into our company’s blueprint; it was an ethos. Rooted in the simple yet profound understanding that the human mind could actively remember up to 200 names, this rule had become a guiding principle. In our design-focused world, where the intricacies of lines, shades, and ergonomics were paramount, we equally prioritized the human touch. Every department, by conscious design, adhered to this limit.

It was the human retellings that often wove the real sense of connection. We weren’t just about design; we were about people. Acknowledging a colleague by their name, being familiar with their quirks, understanding their strengths — this intimate knowledge spoke volumes. It was a nod to their individuality, their essence, and their indispensable role in our collective design symphony.

In the end, the true genius of the 200-Person Rule was how it helped us retain our startup spirit. The world saw us as a tech giant, but internally, this rule kept us nimble, agile and focused on design. Whenever a department inched close to the 200-mark, it was an alarm, a gentle reminder that perhaps it was time for a re-org. It was our way of ensuring that we never lost touch with our roots, that we remained agile, collaborative, and intimately connected. In an era of sprawling corporate behemoths, this was our subtle rebellion, our way of saying that every individual counted. And as we forged ahead, crafting stories and experiences for billions, we did so with the warmth of a startup, where every name was cherished and every voice mattered.