A Culture Deck outlines company values and philosophy. We made sure to integrate ours not only in the recruiting process, but also in our day-to-day office life.



Love   Embrace   Agile   Do





We believe in the power of the heart. It fuels our ambitions, protects the wellbeing of us as individuals and sparks up our work with joy.


We embrace innovation and opportunities with respect and persistence, but no fear of the challenge or what we need to learn.


In our agile and customer centric world recognition is given to those who take ownership, stay openminded and show trust. We blow up silos with dynamite.


We have collected the victories that only pragmatism and can-do attitude can bring you. Together we act and find ways.



  • Organisation in small, dedicated, cross functional, self organising, independent, and efficient teams with a clear and consistent mission, and the goal of continually delivering valuable and reliable solutions that make the customer happy.
  • For each product, the cross functional team includes the necessary competences to succeed. The team members are together responsible for the result. Regardless of competence, everyone stays involved and take part in the daily conversations and work.
  • Each team member is trusted to think beyond the task, actively question unnecessary complexity and customer value, but also advocate for quality and thinking two steps ahead.
  • We acknowledge that the best result demands the ability to react in a quick and openminded way to changing circumstances regardless of the process stage. Reality and customer interest always trump plans. We plan and re-plan.
  • We strive to learn continuously and improve through open conversations and retros across the teams and products. We assume, but also demand from each other, that everyone gives their best effort. We value soft skills just as high as hard skills.

Customer Centricity

  • We have two types of customers: the prospecting or existing partner customer and the end customer. Both have equally valuable feedback and are treated with respect.
  • Our vision of leaving a smile on the customers face binds us to customer centricity. Actively questioning whether we are true to the vision, means actively questioning if we are listening to the customer.
  • Bringing out that smile requires that we understand our customers needs: what they aim for, what motivates and frustrates them.
  • Each step of the way we validate our hypotheses and the value of our products by user research and user testing. The knowledge we gain, we use to improve our products on the run.
  • We believe that our product is a holistic service. We work on having the full customer journey in mind, not only the part we work on.
  • Our knowledge is accessible to every team member, we share and pull it. Silos stand in the way of making a great product and are not accepted.
  • Customer centricity never ends, to succeed with our vision we accept new realities and the need for change. Identifying and evaluating new trends and markets is also part of our job.



  • We are all owners of our company through the company share program and will benefit from company success. We feel 100% responsible for the products and services we build & own.
  • Our team goals and individual goals are deducted from our company goals. Each team member is given the freedom to find the best way to delivering their pieces of the puzzle.
  • The team members freedom is limited in two dimensions. Company interest values more than personal interest, and great results come from team cooperation, not ego trips.
  • Ownership is not only getting responsibility but also taking it. This means actively securing the conditions you need to succeed, thinking two steps ahead into the consequences of your work, sharing all information relevant to others, pulling all information you need and solving conflicts.
  • To ensure that we can take ownership, we are transparent with each other. We proactively share all the information we can share and pull all the information we need.
  • Team leaders and management members are accountable for the collective result of her/his team. She/he does not micro-manage, but is available, coaches and resolves issues that team members address as outside of their decision power or expertise.


  • Pragmatism is a company success factor. It has saved our company’s ass many times and keeps opening decisive opportunities.
  • The goal has higher value to us than the planned process of getting there. We value adoptability, creativity, simplicity and applying common sense as part of being pragmatic.
  • A pragmatic solution finds the break-even of time, cost and benefit, taken in regards both value and quality, short and long term. We want to make sure we can deliver high quality to our customers in a scalable and repeatable fashion.
  • We seek alternative paths to the goals when the main road is blocked. An alternative path is not the same thing as a short cut. A pragmatic solution can often be to seek the simpler solution, but can also be the bend around the problem.
  • Pragmatism has also to do with proportion. Great challenges deserve great attention, small challenges - small attention.


Can-Do Additude

  • We are committed to our customers, who includes our partners and prospecting partners, and do our best to exceed expectations.
  • We acknowledge that the world does not wait for us and that timing matters. The further we get today, the further we can get tomorrow.
  • We talk directly, hierarchy free and challenge process blockers that can make us slow.
  • We have been part of a marathon before and we know how good it feels getting to that finish line. Our good mood is stronger than the everyday challenges. We don’t get thrown off the track by something not working out the way we expected or by others having valid points we did not consider.
  • In doubt of what is right to do, we rather act than wait. We accept risk and making the wrong decisions sometimes. We learn from the useful lessons we get and let the rest go.


  • We give each other the benefit of doubt and assume the best of each other. We take for granted that every team member has the company’s best interest at heart.
  • We see the work of others and know that we seldom should take credit alone. We trust that involving other team members in a matter where their competence is relevant will make our decisions better.
  • When others challenge our decisions, we assume that they have good intentions and take the time to explain our view calmly and listen to their arguments. When we don’t understand each other, we seek the valid point in other people’s argumentation with curiosity and learning interest, regardless of seniority.
  • We are trusted with a high level of company transparence and the possibility to pull all the information we need.
  • We are not afraid of addressing awkward topics between us so they get resolved. We know that trust dies if we are not honest, transparent and respectful towards each other.


  • A well functioning team consists of well functioning individual team members. For the sake of our success and the individual we need to be a positive force in each other’s life.
  • Each individual has their own struggles, work related and private. Leaders and the P&O team try to assist on reducing negative stress regardless of origin, as they both have consequences for team members ability to contribute.
  • We aim to boost each others energy levels, joy and ability to handle positive stress. We allow each other to influence, develop, feel safe, recognised and empowered.
  • Everyone is influenced by the way we treat each other. We believe in giving everyone the benefit of doubt, and develop our soft skills so that we listen and communicate well.
  • Everyone makes mistakes. We focus on how to avoid them a second time around and find no value in others pain.
  • We acknowledge the value of mindfulness, physical activity and breaks.

What We Have and What We Need

At any time you need to drive your culture in the right direction. That's why our culture deck represents not only the existing culture, but also is our needed culture guidepost.

Everyone has to try and live up to our cultural standards. It is normal that we are not always living it and we should be glad when others remind us about it.

A company is made up of people and since these people have good and bad days and moments, so does a company. No company will deliver on its culture deck in all situations and at all times. But a culture deck should represent the company at its best, and then we as a company need to strive for being just that as many days and moments as possible.

Get to know all the nitty gritty details of the Friendsurance Culture Deck even better in our article.


Being part of the Friendsurance team means thinking new every day. We are bringing two worlds together: customer centric technical innovation and the insurance business.