Hello from Vietnam. I read this article and I think it's awesome. For the culture moat, I read the article The Economics of Customer Businesses - Calculating Customer-Based Corporate Valuation by Michael Mauboussin & Dan Callahan, I am impressed with the excerpts on Good culture:"... Good corporate cultures provide employees with intrinsic motivation. The three components of intrinsic motivation are autonomy, mastery, and a sense of purpose. Autonomy is the feeling of being in control and includes elements such as options for which tasks to pursue, flexible hours, openness as to various techniques to solve problems, and the opportunity to work with a good team. Mastery means the job closely matches the employee’s abilities with the opportunity to grow and improve. A sense of purpose is about serving a broader objective such that an employee’s efforts contribute to a greater good. Employees who are intrinsically motivated require fair pay, but employers can create a lot of productivity and employee surplus by fostering a great culture. Indeed, 75 percent of millennial employees, those born from the early 1980s to the mid-1990s, said they would take a pay cut in order to work for a company that is socially responsible.
Data also plays a role with employees. For example, service companies that understand product demand can match work schedules to staff appropriately. This saves the company money and makes employees happier. For example, research shows that the flexibility that Uber drivers have creates twice as much surplus as schedules that are less flexible."
I think we could make a more understanding of intrinsic motivation breeding a great culture by raising questions regard autonomy, mastery & sense of purpose. For examples, how key decisions we think the company must/should do to widen its moats, how do they delegate the the thoughts, experiments & execution? Is it top-down or bottom-up approach? How do they make the team master their core skills? To what path the company is heading to? and how do they organize and make it happen?
Just some my thoughts and I am trying to make culture check by raising good questions like above. Hope it could make us have a more thoughtful view regard culture moat.
George Serafeim has good frameworks on Purpose (incorporating Daniel Pink's literature, among others) and Zeynep Ton's Good Jobs stratgy is also a great framework for service oriented companies.
Thinking of culture as the company’s default mode of operation works well too. One thing that sheds a lot of light on this is the founding team and there actions when the organisation was quite small. This info can be hard to find, but inquiring about the “founding myths” can be very useful to better understand how a company will react to curveballs in the future. For me, this is a good way to build differentiated conviction.
Hello from Vietnam. I read this article and I think it's awesome. For the culture moat, I read the article The Economics of Customer Businesses - Calculating Customer-Based Corporate Valuation by Michael Mauboussin & Dan Callahan, I am impressed with the excerpts on Good culture:"... Good corporate cultures provide employees with intrinsic motivation. The three components of intrinsic motivation are autonomy, mastery, and a sense of purpose. Autonomy is the feeling of being in control and includes elements such as options for which tasks to pursue, flexible hours, openness as to various techniques to solve problems, and the opportunity to work with a good team. Mastery means the job closely matches the employee’s abilities with the opportunity to grow and improve. A sense of purpose is about serving a broader objective such that an employee’s efforts contribute to a greater good. Employees who are intrinsically motivated require fair pay, but employers can create a lot of productivity and employee surplus by fostering a great culture. Indeed, 75 percent of millennial employees, those born from the early 1980s to the mid-1990s, said they would take a pay cut in order to work for a company that is socially responsible.
Data also plays a role with employees. For example, service companies that understand product demand can match work schedules to staff appropriately. This saves the company money and makes employees happier. For example, research shows that the flexibility that Uber drivers have creates twice as much surplus as schedules that are less flexible."
I think we could make a more understanding of intrinsic motivation breeding a great culture by raising questions regard autonomy, mastery & sense of purpose. For examples, how key decisions we think the company must/should do to widen its moats, how do they delegate the the thoughts, experiments & execution? Is it top-down or bottom-up approach? How do they make the team master their core skills? To what path the company is heading to? and how do they organize and make it happen?
Just some my thoughts and I am trying to make culture check by raising good questions like above. Hope it could make us have a more thoughtful view regard culture moat.
George Serafeim has good frameworks on Purpose (incorporating Daniel Pink's literature, among others) and Zeynep Ton's Good Jobs stratgy is also a great framework for service oriented companies.
Thinking of culture as the company’s default mode of operation works well too. One thing that sheds a lot of light on this is the founding team and there actions when the organisation was quite small. This info can be hard to find, but inquiring about the “founding myths” can be very useful to better understand how a company will react to curveballs in the future. For me, this is a good way to build differentiated conviction.