Ever since Built to Last was published in 1994, companies have been “core value” happy. Walk into almost any corporate office and you’re bound to see words like INTEGRITY, TEAMWORK, and this a good one, QUALITY, displayed on lackluster decals. Actually, there’s a better chance that you’ll gloss right over them – but they are there. Attempting to implement core values in this way is not only ineffective, but potentially harmful to your business. Thankfully, there is a more effective alternative- guiding principles.
Know Your Why
The world is overflowing with goods and services, and trying to set yours apart by simply explaining their features and benefits is no longer effective. There’s too much noise to cut through, and possibly a lot of competition in your field already. However, you do have something unique at your disposal. You have that beautiful moment of clarity when you realized WHY you wanted to start your company. You have your brand story. Continue…
People are storytellers. For thousands of years, we have used the power of story to preserve history, pass down lessons, and convey ideas. There’s no better way to get your message to stick than to frame it as a tale that is being spun – and a brand is no different. As consumers, we want to buy into a story. Continue…
“Culture eats strategy for breakfast” – Peter Drucker
There is some debate whether Drucker actually said this but since his passing, we’ll never know. Either way, it’s a safe assumption that he believed it.
The Importance of Company Culture
If culture is so important, do you think it’s disingenuous to strategize it? After all, transforming a company’s culture can be one of the toughest undertakings an organization can assume. I’ve seen plenty of organizations that have tried basically everything with little success.
A company with a mission or a mission with a company.
The difference is what Blake Mycoskie identified early on in his development of TOMS Shoes, a for-profit shoe business that quickly became one of the most successful and influential business models in recent times. TOMS is based on the one for one model: buy one pair of shoes and another pair will be donated to a child in need. Continue…
Initially, we titled this article “Vision vs. Mission” to clarify the difference between an organization’s mission to accomplish something and its vision to make an impact. The final title, as you may have already noticed, lost the word “versus.” Strategically, we want to demonstrate that while mission and vision are two different thoughts, they are by no means competing. One has a more in-depth focus than the other, but the two work in tandem.