“I want to discuss why a company exists in the first place. In other words, why are we here? I think many people assume, wrongly, that a company exists simply to make money. While this is an important result of a company’s existence, we have to go deeper and find the real reasons for our being.... Purpose (which should last at least 100 years) should not be confused with specific goals or business strategies (which should change many times in 100 years). Whereas you might achieve a goal or complete a strategy, you cannot fulfill a purpose; it’s like a guiding star on the horizon—forever pursued but never reached. Yet although purpose itself does not change, it does inspire change. The very fact that purpose can never be fully realized means that an organization can never stop stimulating change and progress.”

— David Packard

David Packard (1960) cited in: Bruce Jones. "The Difference Between Purpose and Mission." in Harvard Business Review, Feb. 02, 2016.

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David Packard6

American electrical engineer, co-founder of Hewlett-Packard… 1912–1996

Kenneth R. Andrews (1916–2005) Business scholar

Source: Quote, The Concept of Strategy, 1971, p. 28

“Core values = The organization’s essential and enduring tenets – a small set of general guiding principles, not to be confused with specific cultural or operating practices, and not to be compromised for financial gain or short-term expediency.
Purpose = The organization’s fundamental reasons for existence beyond simply making money – a perpetual guiding star on the horizon, not to be confused with specific goals or business strategies”

James C. Collins book Built to Last: Successful Habits of Visionary Companies

Source: Built to Last: Successful Habits of Visionary Companies, 1994, p. 73

“America’s most important ally should be humanity itself. Our species will not survive another 100 years if we don’t move from a competitive to a cooperative mode of existence. “Me first” is an obsolete, unsustainable perspective.”

Marianne Williamson (1952) American writer

Twitter https://twitter.com/marwilliamson (8 Jan 20) <br class="br">Williamson's quotes in social media

“You and I are different races. We have between us a broader difference than exists between almost any other races. Whether it be right or wrong, I need not discuss; but this physical difference is a great disadvantage to us both, as I think. Your race suffer very greatly, many of them by living amongst us, while ours suffer from your presence. In a word, we suffer on each side. If this is admitted, it affords a reason at least why we should be separated.”

Abraham Lincoln (1809–1865) 16th President of the United States

Statement to the Deputation of Free Negroes (14 August 1862), in The Collected Works of Abraham Lincoln, edited by Roy P. Baler, Rutgers University Press, 1953, Vol. V, p. 371
1860s

“I don’t think business should only deal in commercial things. Business, to me, is nothing more than a collection of people. If people have values, then companies should.”

Tim Cook (1960) American business executive

CNBC: "Apple's Tim Cook shares a rule that leaders should live by" https://www.cnbc.com/2018/06/26/apple-ceo-tim-cook-advice-for-leaders-on-speaking-out.html (26 June 2018)

“… the real reason ADD exists is because executives at pharmaceutical companies need to make their Lexus payments.”

Maddox (1978) American internet writer

Attention Deficit Disorder is nothing that a solid kick in the ass can't cure. http://www.thebestpageintheuniverse.net/c.cgi?u=add <br class="br">The Best Page in the Universe

“Cognitively we don’t know and will never discover what occasions the cause of our existence, we don’t know the purpose of our existence and we don’t know why we have to disappear from here once we have been placed here, I don’t know, why I have to live this fragmentary existence, which happened to be my lot, instead of a life that perhaps does exist somewhere. Why did I get this lot? This sex, this body, this awareness, this geographic setting, this fate, this language, this history, this rented room?”

Imre Kertész book Kaddish for an Unborn Child

Kaddish for a Child Not Born (1990)

“In a nutshell, Blue Ocean Strategy proposes that strategy can shape industry structure, whereas competitive strategy sees strategy as choosing the right position under given structural constraints. The field of strategy has been long dominated by a structuralist view; in other words, the idea that the industry’s structure is fixed. Strategy, as commonly practiced, tees off with industry analysis and is conventionally about matching a company’s strengths and weaknesses to the opportunities and threats present in the existing industry. Here, strategy becomes a zero-sum game where one company’s gain is another company’s loss, as firms are bound by existing market space.”

W. Chan Kim (1951) South Korean economist

"Interview with W.Chan Kim & Renée Mauborgne," in: Blue Ocean Strategy http://centres.insead.edu/blue-ocean-strategy/documents/e-ibosi2015.pdf, INSEAD document, 2015.

“I don't know where we should take this company, but I do know that if I start with the right people, ask them the right questions, and engage them in vigorous debate, we will find a way to make this company great.”

James C. Collins (1958) American business consultant and writer

“The message of the Kaizen strategy is that not a day should go by without some kind of improvement being made somewhere in the company.”

Masaaki Imai (1930) Japanese business theorist and consultant

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