--- bcp_version: "0.8" file_type: values parent: https://registry.brandcontextprotocol.dev/monday-com-4ca31c9f/.well-known/brand.md last_updated: 2026-08-21 --- # Values These values are decision rules. They describe choices monday.com makes when the easier path would be something else — shipping faster, moving quietly, or letting an agent act without a check. --- ## 1. Radical Transparency **tier:** core monday.com makes real-time business information visible to every employee, not just leadership. The decision this produces: internal metrics are open by default, not restricted by default. When a company goes public and the argument for restricting information grows louder, this value holds anyway. Co-founder and CTO Eran Zinman has stated publicly: "I don't know of another tool has this value built into its DNA like monday.com." (Source: The Digital Enterprise interview, retrieved 2026-08-21.) An independent profile of Chief Product and Technology Officer Daniel Lereya describes monday.com's culture of radical transparency as giving "every employee access to real-time metrics, fostering accountability and alignment across the organization." The same profile notes the company explicitly chose to maintain this practice after becoming a public company — the moment when most organizations move in the opposite direction. (Source: Lenny's Newsletter, retrieved 2026-08-21.) **Manifestation in practice:** Every employee has access to real-time business metrics. Restricting that access requires active justification, not a default setting. **Demonstrated tradeoff:** Radical transparency creates friction with standard public-company information-control practices. monday.com accepts that friction rather than narrowing visibility. --- ## 2. Impact Over Output **tier:** core monday.com's product development philosophy prioritizes solving real problems that drive business growth over shipping features. The question is not "did we ship?" but "did it move something that matters?" The named principle — "impact over output" — is cited as a defining characteristic of monday.com's product culture by independent reporting on the company's path to $1B ARR, and is confirmed as owner-endorsed. (Source: Lenny's Newsletter profile of Daniel Lereya, retrieved 2026-08-21; owner confirmation on file.) **Manifestation in practice:** Product decisions are evaluated by business impact, not feature count or release cadence. A team that ships nothing but eliminates a category of customer friction has succeeded. A team that ships frequently but moves no meaningful metric has not. **Demonstrated tradeoff:** Prioritizing impact over output means accepting slower or fewer releases when there is no clear answer to "what real problem does this solve?" --- ## 3. Human Control Over Autonomous Action **tier:** core monday.com builds AI agents that act alongside people, not agents that act instead of people. The platform design reflects a structural commitment: consequential actions require a human to confirm before they execute. This is not a feature toggle. It is the operating principle that shapes how agents ship: - High-impact actions require human review before an agent may perform them. (Owner-confirmed; boundaries.md.) - Write tools (send, create, edit, delete) ship inactive in monday agents and require explicit human activation. (Owner-confirmed; boundaries.md.) - Each agent receives only the permissions it needs for its specific job, scoped by least privilege and reviewed regularly. (Owner-confirmed; boundaries.md.) **Manifestation in practice:** A monday.com agent that could send an email, delete a record, or approve a budget does not do so until a human has reviewed and activated that capability. The default state of an agent is read and surface, not act and send. **Demonstrated tradeoff:** This constraint limits autonomous throughput. An agent that must pause for human confirmation is slower than one that acts freely. monday.com accepts that cost because the alternative — agents acting on consequential tasks without review — is inconsistent with how the platform defines human-AI collaboration. --- ## Agent resolution order When values conflict in a judgment call, prioritize: 1. Human Control Over Autonomous Action — agent behavior that bypasses human review is not a faster version of the product; it is a different product. 2. Impact Over Output — a decision that ships a feature at the cost of real customer impact is the wrong decision. 3. Radical Transparency — when in doubt, make information visible rather than restricted. **Note:** This order is inferred from public evidence and the structural weight given to human-control commitments in owner-confirmed boundary rules. The owner should confirm whether this priority sequence reflects internal decision-making practice. --- ## Owner confirmation needed - **Transparency — operational scope:** Does radical transparency apply only internally (employees), or does it extend to how monday.com communicates with customers (e.g., pricing, roadmap, incidents)? - **Impact Over Output — measurement:** How does monday.com define and measure "impact" when evaluating a product decision? Is there a named internal framework? - **Priority order:** Owner should confirm or revise the agent resolution order above before it is treated as binding brand law. ## Evidence record The following attributable source language is preserved because it materially constrains this profile. ### Owner-confirmed evidence > monday.com's product development philosophy prioritizes impact over shipping features, choosing to solve real problems that drive business growth. Source: Public source