Having great company culture is no longer just an option.

Today’s workers consider it as much

as they consider salary and benefits. In fact, fantastic company culture is almost expected along
with other traditional benefits.

In March, Facebook opened the doors on the new space

It is created the world's largest open floor plan in the world, and Facebook commissioned local
artists to decorate it. The 430,000 square-foot space fits 2,800 employees, and Zuckerberg has a
desk right in the middle. 

The desk is a white slab, 5-feet long, no drawers. The top has room for her laptop, computer
monitor and a few knickknacks.

Even chief executive Mark Zuckerberg sits out in the open at one of those simple white desks.
An office is not one of perks to being the billionaire founder of one of Silicon Valley's most
important companies.

The goal of the building was to be to create a space that's eco-friendly and reflects Facebook's
mission to connect people.

"It really creates an environment where people can collaborate; they can innovate together.
There's a lot of spontaneity in the way people bump into each other, just a really fun
collaborative creative space," said Lori Goler, the company's chief people officer.

"You can't really can't walk through this space without bumping into people," she said.

What’s striking about Building 20 is how hard Facebook has worked to preserve the stripped-
down, collaborative atmosphere of the workplaces that preceded it. The floors are still bare
cement; girders and vents remain exposed. Staffers, as before, are encouraged to write on walls.
Everyone—CEO Mark Zuckerberg works at tables in open spaces.

 Small meeting rooms are scattered all over. That’s the hack for not having office doors

Walking into Facebook’s new headquarters can feel like entering the office of the future – open,
fluid and informal. The building stands out as an extreme example of how Silicon Valley firms
intend to change the nature of work through more than software alone. And it goes beyond
ballyhooed perks such as massages, ping pong and three meals a day.
“They’re trying to make work as frictionless as possible,” 

If you ask the CEO himself how Facebook has managed to keep on being Facebook–he turns, as
he frequently does when you ask him about nearly any topic, to the company’s mission of
making the world more connected.

“I think it’s been a process over time of building a culture where people think about the mission
in the same way that I do,” Zuckerberg told me.

one of the things I always say is that I think largely the reason that the Facebook culture scaled is
that no single person owns it,” she says. “It’s distributed across the entire organization. If we
have 10,000 people who work at Facebook, you would have 10,000 people tell you that they own
the culture.

Maybe the most tangible sign of Facebook’s culture–at least to visiting outsiders–is the
inspirational signage on its walls, most of which involves slogans encouraging staffers to regard
their work as important to the world, experiment early and often, and empathize with the needs
of Facebook users. Even those posters are evidence of the company’s distributed culture

 “A new engineer gets to decide which team they get to work on, which is pretty unique,” Cox
explains. “The instructions are, go find the place that you’re going to make the most impact, and
think very, very carefully about what that means for you and for the world. Think about where
you’re going to have that impact, and go do it. People say all the time when they’re starting here,
‘That’s a really serious set of instructions to receive on my first day.’ But it’s reflected in the
culture of the company. We’re here to try and help bring people closer together, and that’s what
we do.”
“It’s not obvious to the outside world that we’re intentionally trying to mold roles around people
rather than people around roles,” Goler adds. “That puts people in a place where they can do
their very best work.”