A Quote by Shawn Amos
Brands' products should be the manifestation of a company's values. Those values should be the subject of all sorts of wonderful stories that comprise your company's narrative.
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Values are the foundation of a company. Culture is the manifestation of values - the day to day actions and behavior. Adapt tactical cultural behavior that helps you execute on your values.
I think the company that has the clearest set of values is Amazon. That company knows what it is. It may be that it's not your cup of tea, but every single person at that company knows what the Amazon values are.
Once your company grows past a certain point, upholding values becomes more and more difficult. This is where companies get into trouble. Thus, it's absolutely critical to take your company values seriously and practice it every day.
People should have values, so by extension, a company should. And one of the things you do is give back. So how do you give back? We give back through our work in the environment, in running the company on renewable energy. We give back in job creation.
My claim is that we should focus on the values of liberty... If there is not government to insist on those values, then who? ... The single unifying force should be that we govern ourselves.
Be transparent about company values and adhere to them as your company grows.
When my Republican colleagues talk about family values, they mean that a woman should not be able to have the right to control her own body; that women should not be able to purchase the contraceptives that they want. Those are their family values, not our family values.
If the practices and processes inside a company don't drive the execution of values, then people don't get it. The question is, do you create a culture of behavior and action that really demonstrates those values and a reward system for those who adhere to them?
Your personal core values define who you are, and a company's core values ultimately define the company's character and brand. For individuals, character is destiny. For organizations, culture is destiny.
I took a dozen of our top managers to Argentina, to the windswept mountains of the real Patagonia, for a walkabout. In the course of roaming around those wild lands, we asked ourselves why we were in business and what kind of business we wanted Patagonia to be. A billion-dollar company? Okay, but not if it meant we had to make products we couldn't be proud of. And we discussed what we could do to help stem the environmental harm we caused as a company. We talked about the values we had in common, and the shared culture that had brought everyone to Patagonia, Inc., and not another company.
Since your company is the product that makes all of your other products, it should be the best product of all. When you begin to think of your company this way, you evaluate it differently. You ask different questions about it. You look at improving it constantly, rather than just accepting what it's become.
What a reason the Company has for observing its Rules faithfully: to do what the Son of God came into the world to do! That there should be a Company, and that it should be the Company of the Mission, composed of poor men, and that it should be entirely dedicated to that purpose, going here and there through hamlets and villages, leaving the towns behind-something that's never been done-and going to announce the Gospel only to persons who are poor; yet, those are our Rules!
We always talk about how you have to build a brand from the inside out, not the outside in. Brands are not wrappers. Brands are based on the values of the founders, and then they spread to the people who work for the company, and then that psychological contract is spread to the customer.
In my view the successful companies of the future will be those that integrate business and employees' personal values. The best people want to do work that contributes to society with a company whose values they share, where their actions count and their views matter.
Preserve the core, and let the rest flux. In their wonderful bestseller Built to Last, authors James Collins and Jerry Porras make a convincing argument that long-lived companies are able to thrive 50 years or more by retaining a very small heart of unchanging values, and then stimulating progress in everything else. At times "everything" includes changing the business the company operates in, migrating, say, from mining to insurance. Outside the core of values, nothing should be exempt from flux. Nothing.
A foreign company in a comparable industry should pay the same as a domestic company, even if their products aren't produced here. That can be achieved using measures in corporate tax law.
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