X : In a company, what really matters for culture is having the right purpose.
Me: In a car, what really matters for efficiency is having the right direction.
X : That doesn't make sense, it's orthogonal, almost independent of direction.
Me : Car or company?
Me: In a car, what really matters for efficiency is having the right direction.
X : That doesn't make sense, it's orthogonal, almost independent of direction.
Me : Car or company?
X : They're not the same.
Me : Both are complicated and complex systems, it's just a question of degree.
X : Now, you're confusing me.
Me : Ok. Purpose is orthogonal to culture.
X : No, it's critical to it.
Me : Only in the same sense that the journey is critical to the car.
Me : Both are complicated and complex systems, it's just a question of degree.
X : Now, you're confusing me.
Me : Ok. Purpose is orthogonal to culture.
X : No, it's critical to it.
Me : Only in the same sense that the journey is critical to the car.
X : I'm not sure I follow.
Me : I can use different cars to take the same journey?
X : Of course.
Me : I can create different company cultures for the same purpose.
X : But values are connected to purpose.
Me : They shouldn't be ...
Me : I can use different cars to take the same journey?
X : Of course.
Me : I can create different company cultures for the same purpose.
X : But values are connected to purpose.
Me : They shouldn't be ...
... values are your beliefs, that's part of the culture of the group. In the same way that principles (your ways of operating) are part of the culture. But direction i.e. purpose and where you are heading or what you are trying to achieve can be and should be independent.
X : But it isn't. Our purpose also contains our values.
Me : Well, that's not a problem with purpose or values. That's a problem with your communication. Don't worry, it's common. Most value statements contain a mass of operating principles dressed up as beliefs.
X : Explain?
Me : Well, that's not a problem with purpose or values. That's a problem with your communication. Don't worry, it's common. Most value statements contain a mass of operating principles dressed up as beliefs.
X : Explain?
Me : We believe in focusing on user needs.
X : What's wrong with that?
Me : It's not a belief. It's a universally useful principle, a thing we do. A belief is something like ... we believe in treating everyone like family.
X : What's wrong with that?
Me : It's not a belief. It's a universally useful principle, a thing we do. A belief is something like ... we believe in treating everyone like family.
X : I'm not sure I agree with that.
Me : Well, it's a belief. It helps us as a collective describe what we agree with, what is good or not good. It's not a way of operating, an action, a principle and "treating everyone like family" is not a purpose either.
Me : Well, it's a belief. It helps us as a collective describe what we agree with, what is good or not good. It's not a way of operating, an action, a principle and "treating everyone like family" is not a purpose either.
... values, principles and purpose are very different things. Values (i.e. the things you believe) and principles (i.e. the doctrine that you follow) are part of your culture whereas purpose is orthogonal to it. That's why purpose isn't in my map of culture. 
