We spend $45,000 on doing more weird every month

PostHog treats “do more weird” as both a competitive strategy and a cultural value, using unconventional ideas to stand out against larger competitors while making work more expressive and enjoyable. The company argues that weirdness is context-dependent, ranging from transparent pricing in billing to highly distinctive marketing campaigns, and warns against delegating it solely to marketing, relying on inaccessible inside jokes, or expecting every experiment to succeed. Successful experimentation requires psychological safety, executive sponsorship, tolerance for failed ideas, and recognition that many unusual projects will produce limited measurable results. To turn ideas into action, PostHog maintains a dedicated Slack channel for proposals, uses an automated monthly review to assess cost, effort, and team enthusiasm, and has a small “Council of Weird” allocate a discretionary budget, initially suggesting about 5% of marketing spend. The recommended starting point is to gather an interested, diverse group in a dedicated channel and encourage people to independently ship low-cost ideas without waiting for formal events such as hackathons.

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