• Anthropic's IPO filing offers a look at a workplace where Claude does much of the coding.
• The company said it grew from 940 employees to 5,300 in less than two years.
• "Low ego" is a cultural ideal, and keeping top AI talent is a key challenge.

Anthropic is rapidly growing head count, concerned about retaining top talent, and trying to build a "low-ego" culture.

Those are among the workplace insights in the Claude maker's IPO filing released Monday.

The more than 200,000-word document reveals what it takes to thrive as an employee — or an "Ant," as staffers are called — and why the company is so focused on retaining its top talent.

Here's a look at three workplace themes in Anthropic's S-1:

Head count is booming, but could be higher without Claude

Anthropic said its workforce grew from about 940 employees at the end of 2024 to about 5,300 as of late September.

The more than fivefold spike in head count in less than two years is notable on its own. Yet, without Claude, it could have grown more. Anthropic said the tool is helping its staffers take on work that would traditionally have required much larger teams — something many tech companies are looking to do to become more nimble.

Most Anthropic employees work in research, engineering, and product development. The company said its strategy is to use Claude to grow the business "without growing head count linearly, resulting in extraordinary contributions per employee."

One place where that's evident is in software engineering. The company said these workers increasingly direct and review Claude's output rather than write code line by line. Claude wrote more than 90% of the contributions to the company's codebase in September, while average daily code contributions per engineer in the third quarter were more than 45 times their average daily level in 2024, Anthropic said.

Recruiter Martha Heller said it's little surprise to see Anthropic talking up its use of Claude. "Of course they're going to eat their own dog food," she said. In any case, Heller said, the company still needs people to provide oversight of AI's activities.

Yet the gap between staffing levels and output could grow, said Aaron Cleavinger, an executive recruiting partner at Flatiron Search Partners.

"Head count is becoming a less meaningful measure of organizational capability," he said. Cleavinger said it's not yet clear what the new measure will be, though Anthropic's approach suggests companies might put greater emphasis on workers' productivity and business impact.

It describes retention as paramount

Despite having significantly upped its employee count, Anthropic said it's highly dependent on its senior leaders and key technical team members. The company warned that their departure could disrupt operations and slow innovation.

While that's true for any employer, Anthropic faces additional challenges. It's a fast-growing startup in a booming industry, where few people have the right technical skills — and those who do are being heavily courted by competitors.

Winning the war for talent is half the battle. Anthropic is also part of an industry where some workers have quit and issued dire public warnings about the dangers of increasingly powerful AI.

For example, safety researcher Jacob Coxon resigned from Anthropic last month, saying the company and his former employer, OpenAI, were moving too quickly toward increasingly powerful AI without a sufficient plan to control it.

"That's not garden-variety turnover," said Liane Davey, an advisor on team effectiveness to executives at companies such as Amazon and Google.

If employees determine that their work poses an existential threat, no bonus can simply erase moral qualms, Davey added.

In its S-1, Anthropic said many key technical workers are motivated by its mission and by the chance to tackle specific AI problems. However, if their beliefs change, or another organization seems more aligned with their personal beliefs or professional goals, "we may face increased difficulty retaining such personnel," Anthropic said.

The company's internal data suggests that, at least for now, turnover isn't a significant problem. It said it experienced only about 1% "regrettable attrition" in a 12-month period ending on September 30.

However, Anthropic may have a thinner pipeline of junior technical talent to elevate. The company said in a recently released internal report that it has been hiring for a "smaller share of junior technical positions" as AI agents have been deployed across the firm to write code, fix bugs, and handle other tasks.

Anthropic is betting on a "low-ego" workforce

Anthropic touts a "low-ego" or "ego-light" culture, meaning all employees are expected to prioritize what's best for the company over personal status, credit, or seniority. It uses similar language on its website in a section describing its values.

In the S-1, the company went further, saying the arrangement allows for an "unusually short" distance between a research insight and a released product. Anthropic also said a shared purpose, paired with low ego, translates directly into less organizational friction and greater impact per employee.

"Our teams operate in a truth-seeking environment where the best argument wins, not the loudest voice or the most senior title," Anthropic said.

Jamie Shapiro, an organizational psychologist and CEO coach, said that logic makes sense because good ideas can come from anyone within an organization, especially those who directly interact with customers.

"An organization that has idea meritocracy is going to get the best ideas," she said.

However, as Anthropic grows, the more challenging task will be ensuring its hiring, recognition, promotion, and accountability systems reinforce its ideals — rather than allowing exceptions that undermine them.

"The bigger the organization, the harder it is to make sure everyone is living and breathing the culture it wants," said Shapiro. "Culture is defined by the worst behaviors you allow."

Elon Musk says it will mark major ‘milestone in the history of civilisation and consciousness’

“Francamente la Norvegia fa schifo, è diventata un cesso di Paese, veramente”. Così il presidente americano Donald Trump, in un comizio in Michigan per sostenere la candidatura al Senato del repubblicano Mike Rogers, si è sfogato contro il Paese europeo colpevole, come lui stesso ha affermato, di non avergli dato il premio Nobel per la Pace per la seconda volta – riconoscimento invece assegnato all’ex giudice dell’odiata Corte penale internazionale Navi Pilay.

Ha aggiunto di voler riaprire le frontiere agli immigrati di determinati Paesi, ma di non volere “nessuno della Norvegia“, nonostante nello Stato del Michigan vivano oltre 71mila norvegesi-americani secondo gli ultimi dati U.S. Census. Nel comizio in midwest ha poi coperto di insulti islamofobici il candidato democratico Abdul El Sayed per le elezioni midterm del prossimo 4 novembre.

L'articolo “La Norvegia fa schifo, è un cesso di Paese”: l’attacco di Trump al comizio in Michigan. La colpa di Oslo? Non avergli dato il Nobel per la Pace proviene da Il Fatto Quotidiano.

Retirement didn't exactly mean slowing down for Bonnie and Hunter Moore.

The Moores, both 71, have lived near the Vanderbilt campus in Nashville for over 40 years. They bought their home in 1983, raising their two children and building their careers. Bonnie was a proofreader, while Hunter worked in the music industry.

When they retired in 2019, they were excited to have more time for their passions. For Hunter, that includes reading, playing the piano, working on model trains, and independent study (he's currently working on a dissertation for fun). Bonnie loves entertaining her friends — especially in her "Not Your Mother's Bible Study" group — hosting her grandsons, and traveling.

By 2023, though, it was clear their home base wasn't set up to help them thrive in retirement, as their bedroom, office, and music studio were all on the second floor. After caring for their own aging parents, they knew second-floor living wasn't ideal for aging in place, particularly when Hunter developed vertigo that made climbing stairs unsafe.

Bonnie and Hunter didn't want their adult children worrying about them as they got older, as they had worried about their parents. Instead, the Moores hoped to set themselves up to live independently for as long as possible — and have fun while doing it.

Luckily, the house next door was the perfect solution to their problem.

The Moores bought the house next door as a rental property in 2007.

The Moores bought the rental house, which provided supplemental income, in 2007 for $360,000. At 1,400 square feet, it had three bedrooms and two bathrooms.

The front couldn't be changed too drastically because the Moores live in a historic area, but their lot had space in the back where they could expand the home.

As they realized they wanted to upsize for retirement from their 2,700-square-foot home, Bonnie and Hunter decided to do a massive overhaul of the rental house, taking it down to the studs.

The renovation, which added a two-story addition to the back, gave them a 4,400-square-foot space with four bedrooms, four bathrooms, and two half baths, plus ample living space and a bonus room that could be converted into a bedroom if needed.

They also incorporated features that would make aging in place easier.

The house took over a year to transform.

The Moores hired Michael Brown Construction, Beth Haley Designs, and Allard Ward Architects to bring the project to life. Brown specialized in historic renovations, and Haley had an expertise in aging-in-place accommodations, both of which were needed.

Renovations kicked off in early 2024 and took about 18 months to complete. Because they gutted the original structure, the Moores had to pay for all new plumbing and electrical wiring throughout the home in addition to the cosmetic changes. The height of the original exterior stayed the same, and the windows that were originally there didn't move. Nearly everything else changed, though.

The Moores were able to stay in their first home while they transformed their new house, which, Bonnie said, made everything easier.

"We didn't have to move," she said. "We could look out the window and notice somebody was walking around, and go over to see if they needed to talk to us. It was wonderful."

First-floor living was a priority in the design.

It was important to the Moores that the addition had a second story so they'd have plenty of bedrooms for their kids, grandkids, and loved ones to stay in when they visited.

However, they wanted the first floor to be where they spent most of their time. It needed to accommodate larger parties, such as their Christmas gatherings or Bonnie's Bible study group, and their bedroom had to be on the main level as well.

An open-concept design on the first floor was perfect for the Moores.

The kitchen and living areas are combined in the Moores' home, with large windows and sliding glass doors framing the space and letting in light.

A table helps to visually separate the kitchen from the living area.

The large kitchen was a huge upgrade.

"My kitchen is probably about the size of part of my downstairs next door," Bonnie said of the space, which features a large island surrounded by ample built-in cabinetry.

It also has a walk-in pantry, one of Bonnie's favorite features, and was set up to suit the couple as they get older, with wide walkways and doorways. A few of the drawers also have large gaps behind them, so you can reach behind them without jamming your fingers.

There are two living spaces on the main floor.

The first floor has a larger living room with a TV, and another with two comfortable chairs in front of the fireplace, which the Moores think of as their den. A grand piano splits the two spaces.

Bonnie also said they had the fireplace raised intentionally.

"As you're sitting in your chair, you're looking straight into the fireplace instead of looking down," she said. "When you're old, you don't want to have to bend over as much, so you raise things in that way without it looking weird."

The Moores also felt free to get creative with how they used their rooms.

The house came with a formal dining room, but the Moores didn't feel they needed that space, since they had a dining area at their kitchen counter and kitchen table.

Instead, they turned it into a workout room and office for Bonnie.

It has a treadmill, a weight machine, and a desk. However, it could easily still work as a dining space or even a bedroom down the line if needed.

"We kept it with the feel of a dining room in case somebody wanted that for resale," Bonnie said.

The Moores didn't want to waste any space in their home.

To maximize the space, they put shelving wherever possible. For instance, Bonnie turned the space below their stairs into a "hobbit hole" for her grandsons, filling it with a bean bag and books as an escape for them.

"I used every place that you could store something," she said.

Their home library can also serve multiple purposes.

Bonnie described Hunter as a "voracious reader," so a library was a must-have for their home.

Still, the room has a closet and an en suite bathroom, and it could fit a smaller bed or a Murphy bed, so it could become another first-floor bedroom if the Moores ever need live-in help.

The primary suite sits on the first floor.

Bonnie and Hunter's bedroom has plenty of room for the couple to walk around the bed on either side, which was intentional. They didn't want the space to become cumbersome if they use wheelchairs or walkers someday.

It also has a loveseat, which Bonnie said they added so they can sit and put on their shoes without bending down.

There's plenty of storage in the bedroom.

The suite has a walk-in closet, one of Bonnie's favorite features in her new home.

Its blue cabinetry matches that in the bathroom for a cohesive look.

The bathroom is both luxurious and long-term-minded.

The bathroom is designed to accommodate a walker or wheelchair with ease.

It has luxury touches, like a double vanity and a massive walk-in shower with grab bars and a bench running the length of the shower for aging-in-place accommodations.

They also made the showerhead adjustable, which was a must-have because Bonnie is 5-foot-4 and Hunter is 6-foot-2. Bonnie wanted to make sure the height could adjust easily with one hand in case they developed any mobility issues, and that function has already come in handy.

Bonnie had a mastectomy in August and wasn't able to lift her arms above her head in the initial weeks of her recovery. Being able to adjust the showerhead height on her own during that time allowed her to maintain her independence as she healed.

They also have a laundry room in their en suite.

The location of the laundry room means the Moores can live entirely on their first floor if they want, ensuring they don't have to use stairs if it becomes challenging for them.

The Moores will never have trouble reaching the second floor of their home, though.

The Moores didn't want their second floor to become inaccessible if stairs became harder for them to manage as they age, so they decided to add an elevator to the home in the renovation.

It was a pricey aspect of the renovation, coming in at around $31,000, which doesn't include the cost of building out the space for it or installation.

Bonnie said the elevator was worth it, though, as it feels "responsible" for her and Hunter at this stage. It's a big comfort to their kids, too.

"They're so relieved that we aren't going up and down the stairs," Bonnie said.

The elevator sits next to a room where Bonnie stores things like Christmas decor and luggage, and she said being able to pop items directly into the elevator has been great for them.

There are two bedrooms upstairs.

One of the bedrooms has twin beds for the Moores' grandsons to enjoy, and it connects to Hunter's office (which could also be turned into a bedroom if needed) via a Jack-and-Jill bathroom.

The other bedroom on the second floor has an en suite bathroom, providing privacy for whoever stays there.

There's an additional living area upstairs as well.

An open area at the top of the stairs has a wet bar, a mini fridge, and a cozy seating area.

The Moores love having an additional flex space for their family or friends to enjoy when they come to visit.

The garage serves multiple purposes.

The Moores didn't have a large garage at their old home, so they were excited about the detached, two-car garage on their new property.

They finished a space at the back with a half bathroom and a room for Hunter to work on his model trains. The space has vaulted ceilings for a more luxurious look, which Bonnie said they added with the home's resale value in mind.

There's an unfinished attic in the garage as well, which gives the Moores the option to expand their living space further if they want.

"If one of our kids wanted to live over there and finish it, they could," Bonnie said.

The Moores' home is everything they hoped it would be.

The Moores moved into their home in August 2025, and they've been loving it ever since.

"This is our dream house," Bonnie said. "We are so grateful that we could do this because we put everything we possibly wanted."

"When we sit at our dining room table and eat breakfast, I tell my husband every morning, 'I'm so happy,'" she added.

Hunter echoed Bonnie, saying the renovation "seemed like a huge project," but their design team made it manageable, as did being able to bounce ideas off Bonnie.

"I'm so glad we did it," he added.

It's working well for their community, too. Bonnie said the house has made their guests feel at ease when they've hosted parties and had people stay overnight.

"It's better than I thought it would even turn out, and the way it makes us feel is just very peaceful," Bonnie said. "My kids all love it, and we have room for everybody. I host all the holidays and the birthday parties."

The renovation was worth the investment.

In total, the Moores said they spent about $1.7 million turning their rental property into their dream home. That cost includes furniture upgrades and some exterior stonework to ensure the house looks up to date from the outside.

They were able to offset it with the $850,000 sale of their first home, and Bonnie said she views the work they did as an investment in the future, for both themselves and their kids.

"This allows us to stay in our house as long as we possibly can, and if we can't, then we have designed a house that will probably sell for $1.9 million," she said. "Our kids can sell it, pay for wherever we need to be, or it can be a great inheritance for them."

She and Hunter feel only gratitude that they could create a house that will benefit them and their whole family for years to come.

"The sooner you do it, the more you can enjoy it before you really need it," she said. "And it's a relief for your children. It's the best gift we could give them."

• The CEO of ASML is tying his compensation to a personal mission to boost employee morale.
• Christophe Fouquet told employees in a memo seen by BI that ASML would link exec pay to employee satisfaction.
• It comes amid a major reorg at Europe's most valuable firm, which supplies chipmaking equipment to TSMC and Intel.

The CEO of Europe's most valuable company is linking his pay to a personal mission to boost employee morale.

Christophe Fouquet, the CEO of Dutch tech firm ASML, said last week that the company will incorporate employee satisfaction into its compensation strategy for top executives in an effort to quell discontent over a major reorganization, per a memo to employees obtained exclusively by Business Insider.

Fouquet was responding to the results of an annual survey that polled more than 38,000 of ASML's roughly 44,000 employees.

The survey results, seen by Business Insider, show that ASML's employee engagement index — a measure of worker satisfaction — fell from 78% last year to 73.5% this year.

In the memo, Fouquet said that the declining employee engagement scores "reflect a period of significant change" and acknowledged that it had been a "disruptive and emotional year" for the company.

He added that ASML's executive team had highlighted six questions in the survey and combined them into a new Workplace Experience Index, which would be incorporated into the company's Long-Term Incentive plan for executive compensation.

"In the coming years, it will directly influence the remuneration of senior leaders, including the Board of Management," Fouquet wrote, adding that strengthening the company's culture and reinforcing its values would be a personal priority in the coming year.

The six questions include whether employees feel they can share their opinions without fear of retaliation and if they have confidence in ASML's senior leadership team.

Employees will also be polled on whether they have a clear understanding of their role, whether they think their teams are operating efficiently and are well organized, and whether they feel their direct manager shows they care about them as an individual.

"We recognize the role that leaders play in creating a good workplace, and we now strengthen our commitment by including the workplace experience index in the remuneration of senior leadership, including our Board of Management," an ASML spokesperson told Business Insider.

It comes as ASML, the only firm on the planet capable of building the advanced EUV lithography machines critical for chipmakers like TSMC and Intel, attempts to slash bureaucracy with a sweeping org chart reorganization.

ASML announced in January that it could cut 1,700 jobs to reduce management layers and focus on engineering. Leaked documents previously reported by Business Insider show that these ongoing efforts have focused on reducing the number of managers at the company. The company later said it expected to cut fewer jobs than initially planned.

The ASML spokesperson said that its organizational changes were "necessary to strengthen ASML's ability to innovate" for its customers, but it also recognized they were "disruptive" for staff.

Going against tech's 'hardcore' trend

Major companies tying executive pay to employee satisfaction is uncommon, but not unheard of.

Companies like IBM and Aviva have previously included employee engagement in their compensation targets for top executives.

ASML's decision, however, runs counter to the cultural winds of Big Tech, which have seen some companies embark on relentless layoffs and push employees to work longer hours as part of a "hardcore" working shift.

Meta was an early, prominent leader of this push, with a series of layoffs that began in 2023 during Mark Zuckerberg's "year of efficiency" and, last year, cutting "low performers." CTO Andrew Bosworth at one point suggested that employees who disagreed with the company's direction should "consider working elsewhere."

Executives have since acknowledged internally that Meta went too far with its efficiency push, with Bosworth telling workers that morale at the company was almost the worst it has ever been.

Fouquet's memo to employees came days before ASML raised its 2026 sales forecast and pledged to accelerate production of its unique lithography machines as the AI boom fuels surging demand.

The company's machines are vital for producing the advanced semiconductors used to train and run AI models, and the rapid buildout of AI data centers has pushed ASML's shares up 45% this year.

One major prospective customer for the Dutch firm is Elon Musk, who is racing to build a massive semiconductor factory dubbed "Terafab" in Texas. Business Insider previously reported that Musk gave a virtual presentation to a private ASML employee conference in June to pitch Terafab, which is a joint project by Tesla and SpaceX.

Editor's note: October 23, 2026 — This story was updated to include a statement from ASML.

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