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19 results for “mission drift”
Company2 mentions across episodes
Drift
...In reality, what it was is getting back to moat trajectory and culture because we had lost that a little bit during that period. That helped us from a communication standpoint. The other point is the feedback isn't immediately good from a performance
15:44 / 16:49
from transcript15:44 – 16:49
...drift or be evaluated as drift. In reality, what it was is getting back to moat trajectory and culture because we had lost that a little bit during that period. That helped us from a communication standpoint. The other point is the feedback isn't imm
14:58 / 16:08
from transcript14:58 – 16:08
...not to have a mission drift, these kind of things. I think openness is only positive, and we are as open as we can. And we even publish all of our holdings once a year. And I think probably we can do it twice a year. I don't think we can do it more o
44:54 / 46:06
from transcript44:54 – 46:06
...not to have a mission drift, these kind of things. I think openness is only positive, and we are as open as we can. And we even publish all of our holdings once a year. And I think probably we can do it twice a year. I don't think we can do it more o
44:14 / 45:18
from transcript44:14 – 45:18
...we have kept on mission. But I'll say there's sometimes when you say to yourself, I don't wanna drift off all the time, but I'd love to be able to do the one of the hardest things I think to do in an investment management firm, which is make the occa
1:04:29 / 1:05:37
from transcript1:04:29 – 1:05:37
...kept on mission. But I'll say there's sometimes when you say to yourself, I don't wanna drift off all the time, but I'd love to be able to do the one of the hardest things I think to do in an investment management firm, which is make the occasional e
1:05:10 / 1:06:18
from transcript1:05:10 – 1:06:18
...that we go after with the Otter. One is satellite disposal. So you've got a satellite in low earth orbit. It's died. It's just a cannonball threatening your other satellites now. We'll get it out of the way. Second core focus for us is what's called
38:16 / 39:15
from transcript38:16 – 39:15
...mission statement may have changed, but the objectives are still the same. For, you know, our friends at Adidas, it would be the same thing. Right? You know, if it if it's not a meaningful connection to you,
14:58 / 16:01
from transcript14:58 – 16:01
“How chasing one big client almost killed 18 months of innovation”
And we ended up almost becoming like an agency for them and not focusing on what the market needed. So it was just like, keep them happy, and it will keep the lights on. And it was a real issue. We al
6:23 / 7:04
founder story6:23 – 7:04
What is what's their goal? What are their intentions? And there's different things that people care about. You know, just because you've had a company for thirty or forty years, doesn't mean that everybody cares if their name is still on the door, or
44:12 / 45:17
from transcript44:12 – 45:17
...missions. As you talk to business leaders, what do you find is effective in helping them understand their broader responsibilities to stakeholders? Daniel Goleman (3zero 30 It's an interesting question, Jeff. Couple of years ago, the Business Roundta
28:28 / 29:31
from transcript28:28 – 29:31
And so I think what, you know, we experienced, many other companies experienced, Bill Campbell experienced, and Netscape, This this sort of seeds like, success plants the seeds of failure in terms of, like, complacency or entitlement, or taking your
1:07:21 / 1:08:35
from transcript1:07:21 – 1:08:35
And then there's a lot of cultural problems that set in, and we we just touched on some of them at high level. But, you know, whether you're in a company or in an empire, a civilization, what gets you to the top turns out to be pretty similar things.
1:06:40 / 1:07:50
from transcript1:06:40 – 1:07:50
...the mission. You know a lot better than I do on this, but I would venture a guess that the earlier days of Silicon Valley you saw more missionaries and the current days of Silicon Valley you see more mercenaries because it's largely a venture capital
10:28 / 11:43
from transcript10:28 – 11:43
And, and the result is that, you know, today, Microsoft is not a player in in the mobile operating system, and Nokia disappeared or pretty much disappeared. And, and Motorola disappeared, and pretty much everyone that was really significant in this i
14:16 / 15:21
from transcript14:16 – 15:21
“Why shifting from consumer to enterprise customers can destroy your startup”
Yeah. Look. Absolutely. I think the the big challenge we face is we were trying to build a consumer proposition and cater to consumers. Consumers were our users in our core business, and then all of a
6:58 / 7:34
founder story6:58 – 7:34
Now what happens when you have a a paradigm shift, I think that is how leaders become obsolete. Right? When you go, oh, okay. All of my pattern matching is broken now. The only way to fix it is to basically forget everything you knew before, well, no
9:39 / 10:46
from transcript9:39 – 10:46
...if we actually drift this direction, that they brought up, it's much more a return to sort of the the business as a pillar of the community from the sort of early nineteen hundreds. And I'll be very curious to see if this sort of comes of anything an
1:46:18 / 1:47:47
from transcript1:46:18 – 1:47:47
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