I don’t think the point is to compress the mission into slogans or rituals, it’s to ensure a culture that screens for people authentically excited about the vision, and to continually steer the organization back towards it.
Right, I was strawmanning with that phrasing, sorry.
I guess the whole point of the strategy you’re describing is that it scales well, and my criticism of it is that it’s scaling too quickly, so is at risk of losing nuance. This seems like a spectrum and I happen to be at the extreme end of “if your mission is more complicated than ‘make money’, you’re likely doomed unless you prioritize hiring people with a strong ability to stay on the path/mission.” (And for those latter people, activities like the ones you describe wouldn’t be necessary.)
Right, I was strawmanning with that phrasing, sorry.
I guess the whole point of the strategy you’re describing is that it scales well, and my criticism of it is that it’s scaling too quickly, so is at risk of losing nuance. This seems like a spectrum and I happen to be at the extreme end of “if your mission is more complicated than ‘make money’, you’re likely doomed unless you prioritize hiring people with a strong ability to stay on the path/mission.” (And for those latter people, activities like the ones you describe wouldn’t be necessary.)