I believe our philosophy of conscious capitalism will eventually be widely adopted primarily because it is a better way to do business, and it creates more total value in the world for all of its stakeholders.
John MackeyRead
You can't live if you don't eat, but you don't live to eat. And neither does business exist primarily to make a profit. It exists to fulfill its purpose, whatever that might be.
Interpretation
Life and business should prioritize purpose over basic survival and profit.
This quote by John Mackey emphasizes that just as individuals require food for survival, businesses also have foundational needs. However, the essence of existence, whether for a person or a business, goes beyond mere subsistence or profit-making; it is fundamentally about fulfilling a greater purpose that adds value to the world.
In practice
In a business conference to inspire entrepreneurs about focusing on purpose.
I believe our philosophy of conscious capitalism will eventually be widely adopted primarily because it is a better way to do business, and it creates more total value in the world for all of its stakeholders.
I think for leadership positions, emotional intelligence is more important than cognitive intelligence. People with emotional intelligence usually have a lot of cognitive intelligence, but that's not always true the other way around.
Examine our every action through the lens of how we would feel if it were to become front page news.
We believe that business is good because it creates value. It is ethical because it is based on voluntary exchange; it is noble because it can elevate our existence, and it is heroic because it lifts people out of poverty and creates prosperity.
The idea that in the system, if you manage it in an optimum way, all of the constituent parts of the system also win, flourish, and benefit, is intrinsic to business and even to capitalism itself, properly understood. But people don't understand it because we're not taught to think that way.
**New business concepts are always, always the product of lucky foresight.** That's right - the essential insight doesn't come out of any dirigiste planning process; it comes form some cocktail of happenstance, desire, curiosity, ambition and need. But at the end of the day, there has to be a degree of foresight -- a sense of where new riches lie. So radical innovation is always one part fortuity and one part clearheaded vision. [first-line bold by author] [2002] p.23
It's not about me, it's about you, the customer. And if I am effective in making what I do about you, and I can enhance you and elevate you, you will support me forever.
Too many companies are running their business into the ground, I would argue, by being myopically short-term focused on the shareholder.
I think that business practices would improve immeasurably if they were guided by "feminine" pinciples, qualities like love, care, and intuition.
Our model is to develop each business separately with its own shareholder and management - this way we can concentrate on the job in hand, rather than be part of some enormous and faceless conglomerate.
A company shouldn't get addicted to being shiny, because shiny doesn't last.
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