Culture

Careers Culture

Our Values

The ABCD Values are not just a mindset. They set out how each of us embodies

the way of working that keeps the company growing.

They are not four separate guidelines;

they connect as four roles that together support a single motion.

Diagram showing how the four values of ABCD inc. relate to one another

Our Core Attitude

Exceed expectations —
One step higher, One step faster.

Our Four Behaviors

Audit your own map.

Question your own map. Look straight at the gap between reality and how you see it.

Capture the gap between the ideal and reality precisely, and ask again whether this structure is the right one in the first place.

Keep updating your own assumptions by learning from others openly, acknowledging what they see and taking it in.

The moment you think "that is just how it is" is the sign that your map has gone out of date.

Behaviors We Value

  • Put the current state (As-Is) and the state it should be in (To-Be) into words before you act
  • Dig one level deeper than the surface symptom and identify the structure causing it
  • Take feedback and the ways others work as something to try and test first, not to reject
  • Admit quickly that your map was out of date, and redraw your assumptions

Bet on “How can we?”.

Do not hide behind constraints. Ask how we can do it.

Instead of raising real constraints and difficulties as reasons we cannot, keep asking How can we? If avoiding something is the right call, choose it. But never turn that into an excuse for not doing it. Bring your energy, and go build a workable path yourself.

Behaviors We Value

  • Do not stop at "impossible" — come to the discussion with at least one concrete idea for how we could do it
  • Treat a shortage of resources, authority or precedent as a problem of how to get past it, not as an excuse
  • Do not carry it alone; involve the people you need and build a path to execution
  • Do not leave constraints as they are; make them visible and propose a form that can work

Craft the experience,
not the feature.

Create an experience, not a feature. Make it count where customers really pay for value.

Judge by whether the customer experience gets better, not by whether we can build it. Adding a feature is never the goal in itself; design by going back to what the customer really wants to get done behind it. Value built up reliably, piece by piece, is what becomes unshakable trust.

Behaviors We Value

  • Judge by whether the customer experience gets better, not by whether we can build it
  • Before adding a feature, ask whether it leads to customer value — something they would pay to have
  • Design by going back from the spec to what the customer really wants to get done
  • Look at your own work once through the eyes of the user, not the maker

Drive the compounding loop.

Run the loop fast and compound the learning. Step by step, faster and better than before.

Act early above all, and learn as you keep going. Turn each cycle fast so that learning compounds, overwrites fixed assumptions and creates a new order. Do not let the learning end with you; turn it into the starting speed of the next loop.

Behaviors We Value

  • Do not wait for perfect; put something small out fast and go get the learning only reality gives
  • Do not fear a move you thought up in five seconds — decide on the spot and earn more cycles
  • Record and share what you learn right away, and turn it into the starting speed of the next loop (do not let it end with you)
  • Every cycle, keep updating: one step faster and better than the last

OKR

At ABCD we use OKR as our method for setting and managing goals.

About OKR

OKR stands for Objectives and Key Results, a framework for setting and managing goals.

You set two elements — the Objectives you want to reach, and the Key Results that mark the milestones toward them — and review them frequently, which makes it possible to reach large goals efficiently.

Diagram showing how an OKR is structured

OKR Schedule

So that goals do not end the moment they are set, we hold regular conversations on a weekly, monthly and quarterly cadence.

Through these meetings we check progress and correct course, cycle after cycle.

Diagram showing the schedule on which we run OKR

Work Style

Working Hours

Flextime (core hours: 10:00-17:00)

Holidays and Leave

Two days off every week (Saturday and Sunday), national holidays, year-end and New Year holidays, paid leave, condolence and congratulatory leave, 125 days off per year

Working from the Office

Two days a week or more in principle, open to discussion depending on your work and its phase

Benefits

Full social insurance (health insurance, employees' pension, employment insurance, workers' accident compensation insurance)

Commuting costs covered in full

Work-from-home program

Training programs

Book purchase support

Career Opportunities See Our Current Openings

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