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19 results for “company values”
Concept3 mentions across episodes
company values
Topic2 mentions across episodes
company values
...where our our values align. We can make a credible pitch to any of these companies that our goals are aligned with your goals, our responsibilities are aligned with your responsibilities, and we're all gonna go forward together. So I realize it's not
6:46 / 7:47
from transcript6:46 – 7:47
...of your company? Yeah. So our mission statement is to inspire students' STEM education through the power of sports and entertainment and drive rigorous exploration through STEM learning. Okay. I love that. And the follow-up for me would be, how do yo
5:58 / 7:02
from transcript5:58 – 7:02
...another company. You can trust this is one system forever. Yep. Yep. Okay. So that's one and two. Number three, software must work. Number four, reality equals expectations. Number five, keep commitments, even the unspoken ones. Number six, focus on
1:40:22 / 1:41:34
from transcript1:40:22 – 1:41:34
The idea that businesses, corporations exist only to serve their shareholders is only about 50 years old. Yeah. The history of corporations is they do serve a public benefit. And stakeholders, whether that is customers, whether that is team members,
28:28 / 29:31
from transcript28:28 – 29:31
...industry. So they have great life stories and super impressive people and a great business judgment, but they don't know the industry and they don't necessarily have a point of view about what they're looking for. And what we observed over these many
31:22 / 32:36
from transcript31:22 – 32:36
organic growth with existing customers, new customers, sales engine selling, what we already do, and then M and A growth, right? That's always something we look at as well. Is it better to go ahead and acquire this skill set or this geography or this
14:46 / 16:03
from transcript14:46 – 16:03
...a company. This is my opinion on how to run a company, period. Yep. And I think specifically to your point, this is a pretty good way to run a software factory. Yes. So these hang in the bathroom. Other interesting things about the campus, they have
1:41:14 / 1:42:15
from transcript1:41:14 – 1:42:15
...are the core values that we wanna instill in this thing we're gonna build together, and how are we going to define our vision. And the way that we do that is our passion and our niche. Passion is we want to disrupt and innovate the markets that we se
49:57 / 51:19
from transcript49:57 – 51:19
the skills that are required become significant. And as the steward of your organization, you have an obligation to all of your stakeholders to make sure that you can compete and defend your right to win, let alone expand your right to win. You have
39:44 / 40:49
from transcript39:44 – 40:49
And now what I want to do, man, is I want to take what I've learned at St. Jude Children's Research Hospital and bring it to other causes. Okay? Convince other businesses. Let's think about ways that we can use corporations and business to do good. O
27:42 / 28:51
from transcript27:42 – 28:51
...And when you walk into our building, you'll see a series of belief statements written on a wall. And our belief was look, we can't teach you values, we can't teach you things that you learned at home, but we can tell you what we believe and if those
14:14 / 15:23
from transcript14:14 – 15:23
...values? What do they stand for? What are sort of the immutable truths of that company that have been true since it was founded? You know, P and G, when they were first founded, by and large, those things are still true. Certainly Starbucks, you know,
14:58 / 16:01
from transcript14:58 – 16:01
and the ability to do this faster is how you can build better models, is how you can build better product, is how you can get to differentiation. And when we go to big companies and our business model, the core is a b2b business. What we say to them,
1:15:44 / 1:16:46
from transcript1:15:44 – 1:16:46
You know, do you stay at the, you know, Four Seasons or at the Red Roof Inn when you traveled? Like, all these things are cultural. When you work with partners, do you actually care about their outcome or not? Like, all these things are are part of y
15:00 / 16:06
from transcript15:00 – 16:06
There are some industries where that's not a part of the culture and where this type of model might be a little bit harder. So building on that, when we do look at leaders and partnering leaders and figuring out how those aces and spaces are going to
10:26 / 11:36
from transcript10:26 – 11:36
People are what drives the value. People are what make up companies. People are worth investing in. I take a reason why we do what we do is to strengthen communities by investing in companies that employ people. Not just AI, they employ people and th
52:28 / 53:39
from transcript52:28 – 53:39
...core values of the firm Mhmm. And a deep understanding of those guiding principles, those core values. So usually, we can really navigate around that. That's what I've found. Still ahead, more with Andy and Elizabeth about how they design offices in
12:45 / 13:42
from transcript12:45 – 13:42
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