CAREERS BLOG
CAREERS BLOG
2022. 1. 6.
Drishti 이사회의 설립자이자 회장인 Prasad Akella박사는 기술을 사용하여 인간의 능력을 확장하는 세 번째 거대한 시장 카테고리를 만들고 있습니다. 1990년대에 프라사드는 세계 최초의 협동 로봇 (‘cobots’, 2025년까지 120억 달러의 시장이 될 것으로 예상되는 예상됨 코봇)을 개발한 제너럴 모터스 팀을 이끌었습니다. 2000년대 초, 소셜 네트워킹의 선구자인 Spoke의 공동 설립자로서, 현재 수조 달러의 가치를 가진 거대한 소셜 그래프를 구상하고 그 구축을 지원했습니다. 현재는 Drishti에서 AI 기반 생산이라는 형태로, AI의 인식력과 공장에서의 인간의 유연성을 조합하는 것에 임하고 있습니다. Prasad는 캘리포니아 마운틴 뷰에 기반을 두고 있습니다.
When I founded Drishti in 2016, I knew it was important to map out what mattered most to the success of the company. Yes, the product and technology had to be ground-breaking and effective. And yes, our customers had to see the value in the computer vision and AI technology we were building and want to buy, use and expand with Drishti.
But what really makes or breaks companies, what’s even bigger than technology or customers or revenues, are the values that guide their teams. So the founding team sat down and helped me articulate what values we wanted to be ours. Here’s what rose to the surface:
Be honest
We demand that our employees be honest both inside Drishti and outside of the company. To be honest with themselves and the people around them. To put their true selves into the work they do here. It sounds straightforward, but being honest can be hard. It can be difficult to have authentic conversations with coworkers, especially when you know the two of you aren’t seeing eye to eye. It can be hard to be honest with customers, particularly when you’ve let them down in some way. And it can be heartbreaking to be honest with yourself, that you’re not giving your best self, or that a specific role isn’t for you. But without that level of honesty, everyone suffers.
Create value
In everything you do, bring value to the table. Whether you’re sending an email or tweaking a line of code or walking the plant floor with a prospect, when you leave that engagement, does everyone involved have a better day because of it? Did you leave any stones unturned or any questions unanswered? Did you present more problems than solutions? Ultimately, Drishti’s goal is to provide new, unmatched value to manufacturers in the form of analytics and insights. We’ll only get to that point if, along the way, we all create value in our everyday engagements.
Think long
Change can be quick, but lasting change doesn’t happen overnight. From day one, I’ve wanted Drishti to exist for the long haul, to create something spectacular and continue to innovate and improve the lives of people in manufacturing and beyond. It may be easier today, and quicker in the moment, to take a shortcut or use a bandage rather than dig into the underlying problems or set up processes that can help us scale. But that’s not long-term thinking, and that doesn’t set us up for success on a greater time horizon. Keeping the future in mind might mean making a decision that costs us 10% more work today, but obviates the need for a complete rewrite of the code in three years’ time.
Drishti’s principles are our fundamental guides that, if adhered to and executed against, will help us thrive for years to come. Building a new company is tough, and creating a new category of business is even harder. Having clear guideposts that anchor you in the journey is critical to success.
