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  • April 2018 (Revised January 2019)
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WeWork

By: Jeffrey F. Rayport, Sarah Gulick and Matthew G. Preble
  • Format:Print
  • | Language:English
  • | Pages:25
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Abstract

WeWork co-founder Miguel McKelvey was concerned about the culture of his rapidly expanding global venture. In particular, he wanted to ensure that WeWork continued to be a great place to work, both because he cared about WeWork's people and because a better work experience was core to the company’s brand. In the summer of 2017, he had made a presentation to the company at an all-hands meeting. In it, he proposed the creation of a culture operations team, and he announced that he would take the title of chief culture officer to lead it. In this case, which describes the founding and growth of WeWork from 2010, we encounter McKelvey planning for his new role with co-founder Adam Neumann and envisioning a “culture OS” that he and Neumann would use to lead the organization internally—and to offer as a “product” to scaled enterprises externally.

Keywords

Organizational Culture; Employee Relationship Management; Working Conditions

Citation

Rayport, Jeffrey F., Sarah Gulick, and Matthew G. Preble. "WeWork." Harvard Business School Case 818-101, April 2018. (Revised January 2019.)
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About The Author

Jeffrey F. Rayport

Entrepreneurial Management
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Related Work

    • April 2018 (Revised January 2019)
    • Faculty Research

    WeWork

    By: Jeffrey F. Rayport, Sarah Gulick and Matthew G. Preble
Related Work
  • WeWork By: Jeffrey F. Rayport, Sarah Gulick and Matthew G. Preble
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