Does making our own decisions help us work better?

At Toss, we have a unique system called DRI (Directly Responsible Individual). A DRI is the person who takes full ownership of a task or project from decision-making to execution. By looking at how the DRI system works, you can see how Toss’ culture of “autonomy and account ability” plays out in practice.

In most workplaces, decision-makers and executors are separate: managers or executives decide, and team members carry things out. At Toss, however, the person with the most expertise in a given area becomes the DRI, responsible for both the decision and the execution. Even if a leader disagrees, the DRI can still move forward with what they believe is necessary for the company. This reflects the trust that the person with the deepest insight into the situation is best positioned to make the fastest and most accurate judgment.

The DRI mechanism at Toss works as follows.

1. The DRI drafts an initial proposal to address a problem.

2. They then gather feedback from team members. Regardless of seniority or title, anyone can contribute ideas, and discussions are carried out based on rational perspectives.

3. Through open sharing and active listening, the DRI makes the final decision and takes responsibility for execution.

Q. How is DRI decided?

Depending on the team structure, the leader or head decides who will serve as the DRI. At Toss, one of the leader’s most important responsibilities is determining who will be the DRI for each task. This ensures that every project is assigned to the person best suited for it. Those who excel are given broader authority, while those who require more development are entrusted with responsibilities aligned with their experience level.

DRI is a mechanism designed to realize meritocracy. Even new hires can take ownership if they have the capability, and existing owners should step back when someone more suitable comes along. What truly matters is who can do the job best. Using DRI as a means to protect one’s own territory goes against the very purpose of the system.

Q. Once a DRI is assigned, can others still share their ideas?

We actually encourage active involvement. This doesn’t mean interfering recklessly in someone else’s work, but rather exchanging opinions to achieve better outcomes. While the final decision rests with the DRI, anyone is free to voice their thoughts throughout the process.

Having the final say doesn’t mean making arbitrary judgments. It means making the best possible decision based on the widest range of information and perspectives. That’s why “active listening” is one of the most essential skills for any DRI. And once a DRI has made a decision after sufficient listening, even those who disagree should follow it. Team members are expected not only to support the DRI’s choice, but also to help make that choice the right one.

Q. If the DRI doesn’t perform well, what should be done and who is responsible?

No one is perfect, and whenever someone takes on the role of DRI, there’s always a risk of failure. But without taking risks, there can be no growth. What matters is taking on challenges within a scope the company can absorb. If a situation becomes unmanageable, then it’s up to the leader to act quickly and assign the DRI to someone else.

At Toss, the biggest way we take responsibility for failure is by sharing it openly with the team. Not to be criticized, but to share it openly, exchange feedback, and learn from the experience. By doing so, people build better judgment and grow, and that’s the kind of growth Toss values most.

Q. Can I really go against a leader if I’m the DRI?

Yes. Even Seunggun, Toss leader, often says, “I don’t agree with you. But if you feel strongly about it, go ahead and try.” And when that decision proves successful, he openly admits, “I apologize, I was wrong.” Everyone at Toss understands that these kinds of debates and experiments are part of the process of finding the best answer.

At Toss, leaders aren’t above team members, they just play different roles. A leader doesn’t own the team or command its members. Instead, their role is to support the team so that each member can effectively achieve their goals.

Q. Once my DRI is assigned, how do I expand my scope?

As the DRI, your scope has no set limits, but how far it grows depends on the trust you build with leaders and colleagues. While each role comes with basic responsibilities, the actual scope of work can grow in proportion to the trust a person has built.

We encourage members to seek out opportunities to earn that trust. For example, if meetings drag on without answers because there is no clear DRI, and you believe you can create meaningful impact, you can build consensus and make that responsibility your own. This kind of proactive role expansion is seen at Toss as a true marker of growth and capability.

Q. What are the prerequisites for this culture of autonomy and accountability to work effectively?

For autonomy and accountability to translate into high performance at Toss, three conditions are required: capable team members and organizations, alignment on the mission, and a strong sense of personal integrity. Toss’ culture can thrive only when these conditions are met and reinforced in a virtuous cycle. This is why we place such importance on hiring top talent and fostering a culture of peer feedback.

In addition, Toss strives to guarantee equal access to information and resources. We believe information should never be monopolized as a source of power. With transparent sharing of company strategies, performance, and other work-related information, those who learn quickly and act proactively are naturally recognized, regardless of years of experience.

Writer Youra Shin, Toss DevRel Manager