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Comment by Ozzie_osman | Hacker News Reader

Just dropping in to thank you for writing this book and raising awareness around it. A lot of builders are really disillusioned by how "corruptible" the tech industry has been.

I wrote a blog post called "Revenue Model is More Important than Culture" (it made the #1 spot on HackerNews a few years ago) arguing that the way to avoid that corruption is by making sure the business model is immune to it, but having read your thoughts, I'd say your argument (structure being the dominant term) is even stronger.

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I wish I had read that blog post because that is one of the chapters in the new book. I actually think that the phrase "mission-driven" for most companies is a total lie. They are at best "mission-hopeful". In fact, I tried to create a new term for the work that is required: the management system, leadership techniques, and structural elements that are required to 100% align the business model with the mission. I call it "mission drive," as if it was an engine you could install and maintain.

"Is Revenue Model More Important than Culture?" is a very interesting read, I read it twice, once yesterday, once again today while taking notes about it. The "dominant term rule" is concept that is similar to what you are describing Eric with the concept "financial gravity". Which is is similar to the [[large object theory of history]], explained on the podcast episode [[The War on Cars: Tony Kushner on The Pushcart War]]: >[[large object theory of history]] is that all human misery is the product, not of some sort of general malevolence, equally distributed among the human population, but located among certain people who feel that they have to basically get into a gigantic truck and run over pushcart peddlers in order to be safe and secure in this world.

I like the mix of management/leadership/structure. I do think leadership is an important aspect, and leaders who are uncompromising can have a big impact.

It's funny we both land on Google as a main example. I had this quote "I’m going to pick on Google a little bit here, but I do love that company. I think there’s a lot it can improve on, but it’s still one of my favorite and least “evil” large tech companies.", and honestly and sadly, I don't even know if I'd agree with the latter part of that statement anymore.

I cover that specifically about Google in the book rather than summarizing the whole thing here. I'll just say that if you read the essays of people that worked at Google for a long time (and then left), you will see some pretty remarkable patterns.

Maybe "mission-chauffeured." Revenue/business model is in the driver's seat and the mission just comes along for the ride and adapts to wherever the car is going.

An entrepreneur I used to admire a great deal was once described to me this way: "So and so doesn't do what's right. He makes whatever he does right." Ever since I heard that phrase, I haven't been able to unsee it in so many founders who I think sincerely want to do the right thing, but their ego gets in the way.

Link for anyone looking for it

https://somehowmanage.com/2020/09/20/revenue-model-not-cultu...

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