The ‘why’ on paper

One of the really interesting things you come across when you’re trying to build what hopefully becomes a great and enduring company from scratch is how much of your initial belief system, values and ambition actually makes it through the immense exercise of making it all happen?

While it should be pretty straight forward to agree on that a shared vision, ‘why’ and core values, I think you also need to realize that getting from talking about it to actually living it and agreeing on it in your founding documents can be a significant exercise in itself.

This may especially be true when you’re trying to build something with great and experienced people centered around a shared vision and sense of ‘why’. You may not have known each other for years in advance before you take the plunge, and your co-founders may not be lifelong best friends of yours.

What you essentially end up betting on is ability to take something thats easy for you all to agree about when talking about it in meetings into something that you can all actually commit to on paper.

Don’t mistake what could be a huge thing and a big task to secure alignment for a minor detail. Because it’s not.

There is a – and will likely always remain – a big difference between talking about doing something and the need to get it done and then the real commitment towards making it happen. And the sooner you start and have that conversation during your process, the better I think you will be off.

(Photo: Pixabay.com)

Is disruption dead?

Not at all. It is just not something we talk about in the same way as we did only a few months ago.

Disruption has moved from the rostrums, talks, columns and what have you and from people who basically have little idea about what the notion means to the lab, the office, the daily grind, where experienced brilliant people are working at it instead of talking about it.

There is nothing new in that. Far from it actully. We have always been like that: Faster, longer, higher. It is an anxient phenomon; always looking to improve and – at best – with a significant margin. It is just human nature. And it’s best left to action rather than babble.

(Photo: Pixabay.com)