In the book " How Google Works " written by Eric Schmidt, the following was presented. " When starting a new company or initiative, culture is the most important thing to consider. Most company cultures just happen; no one plans it. That can work, but it means leaving a critical component of your success to chance. " The root of the word "Culture" actually comes from the Hebrew word kabob, meaning "heavy in weight". This term is also referred to as the world "Glory" which means the nature or influence of something. The culture of the Tiny Home Center and it subsidiaries should be " heavy in weight " and it should influence the other cultures around it.
Purpose cuts through all of our personal and corporate mindsets in all areas of our business. Whether we are determining our marketing direction or looking at a financial spreadsheet. Purpose is especially critical at a time of crisis as it is for the most part the first casualty of the discussion. We are here to fix problems and the path to doing that and getting extraordinary results is to know our purpose. The best way to determine the One Thing is to is to ask the question "What is the One Thing that we can do that if we did it, would make everything easier or unnecessary?"
The #1 job of our company is to bring "Heaven To Earth". While great ideas can be caught and taught through other people both past and present, the most inspiring act of mankind is to co-create with God something out of nothing. Our ultimate example of this act is when YHWH created the universe in seven days. Since we are made in God's image, we are here on earth to create, which is why our best concepts come from heaven.
"Hard work isn't enough. And more work is never the real answer," says Hoffman, who is now a partner at venture capital firm Greylock Partners. "The sort of grit you need to scale a business is less reliant on brute force. It's actually one part determination, one part ingenuity and one part laziness."Yes, laziness," says the billionaire. Or at least you want to conserve your energy to expend it on the right things.
"Some people mistake grit for sheer persistence — charging up the same hill, again and again. But that's not quite what I mean by the word 'grit'. You want to minimize friction and find the most effective, most efficient way forward. You might actually have more grit if you treat your energy as a precious commodity. So forget the tired cliche of running a marathon. You want to be more like Indiana Jones, somersaulting under blades, racing a few steps ahead of a rolling boulder and swinging your whip until you reach your holy grail," says Hoffman.
"Strategy is the direction and scope of an organisation over the long-term: which achieves advantage for the organisation through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfill stakeholder expectations".
In other words, strategy is about:
* Where is the business trying to get to in the long-term (direction)
* Which markets should a business compete in and what kind of activities are involved in such markets? (markets; scope)
* How can the business perform better than the competition in those markets? (advantage)?
* What resources (skills, assets, finance, relationships, technical competence, facilities) are required in order to be able to compete? (resources)?
* What external, environmental factors affect the businesses' ability to compete? (environment)?
* What are the values and expectations of those who have power in and around the business? (stakeholders)