We all hear about companies that stood the test of time—brands that became household names: Ford, HP, Apple, Tesla… you name it.
There’s one thing they all had in common: a mission that went beyond profits.
After revolutionizing Ford with this philosophy, former CEO Don Peterson said,
“Putting profits after people and product was magical at Ford.”
And I know what many of you are thinking:
“But I don’t have a multi-billion-dollar company. Don Peterson had a guaranteed paycheck even if Ford failed. I’ve got a small business. My family depends on this. If I prioritize product and people over cash flow… I could lose everything.”
That kind of inner conflict is real—and it’s a tension every entrepreneur, parent, and leader faces when making revolutionary decisions.
But at the end of the day, it’s not about what we feel.
It’s about what’s true.
So let’s get going. And may the truth liberate and set us free.
The Tyranny of “Or”
Our brains love shortcuts. When faced with complexity, we simplify. And one of the oldest tricks our mind plays on us is the false choice — this or that.
It’s one of the survival instincts our brains developed over centuries — but like a double-edged sword, it can pierce us in the wrong scenarios.
Psychologists call this the false dilemma — and it’s deeply wired into how we process information, both in our daily lives and in business.
But in business especially, this kind of either-or thinking isn’t just limiting — most of the time, it’s destructive.
Because when it comes to people, product, and profit…
It’s not about choosing one. Each on its own doesn’t bring the kind of value that stands the test of time.
It’s about learning how to build all three — together. To create a system where people, product, and profit can coexist in harmony.
Welcome to what I call: The Tyranny of “Or.”
Case Study: Merck’s Vision Beyond Profit
River blindness. A parasitic disease that was devastating entire communities across Africa — stealing sight, hope, and dignity.
Merck scientists discovered a solution: ivermectin. A drug that could stop the disease. Cure it.
But there was a problem. There was no market. The people who needed it most couldn’t afford it.
Now, most companies would’ve said:
“Either we make a profit… or we walk away.”
But Merck didn’t succumb to the tyranny of “or.”
They overcame it. They overthrew it. And they did both.
They gave the drug away — for free.
Was it a PR stunt? Or was it a commitment to something bigger?
The answer… is both.
Because truly great individuals — and companies — don’t choose between impact and profit. They find a way to honor both.
That’s the genius of “and.”
So next time you hear someone say, ‘we can’t do both’… remember Merck.
The best don’t choose. They lead.
Transition to Core Values and Purpose
Now that we understand how dangerous the Tyranny of “Or” can be — let me take you to one of the most extreme business environments in modern history.
World War II. Japan. Hiroshima and Nagasaki have just been bombed. The economy is in shambles. Entire cities reduced to ashes.
And in the ruins of downtown Tokyo, amid rubble and radioactive wind… a young man named Masaru Ibuka finds an abandoned telephone operator’s room. He sets up shop — and starts a company.
Now pause for a second. What would you do in that moment?
The nation is devastated. Cashflow is nonexistent. There’s no customer demand. No working supply chains.
What do you prioritize?
Product? Revenue? Logistics?
No.
Ibuka starts with a statement. A declaration of purpose:
“We shall eliminate the evils of poverty and rebuild Japan through technology.”
He didn’t know what product they’d sell yet. He didn’t have a go-to-market strategy. But he had clarity of purpose — and that clarity became the soul of what would eventually become Sony.
Why Core Ideology Still Matters — Especially Now
It’s easy to hear stories like Sony’s and think:
“That was a different time. The world was simpler back then.”
But the truth is — human nature hasn’t changed.
Yes, we live in a different environment. Yes, teenagers can make millions through dropshipping. Yes, some ride Lamborghinis off the back of AI prompts and TikTok trends.
But the game hasn’t changed — only the facades have.
What most people consume today — the content, the highlight reels, the viral success stories — is just that: a surface illusion.
And if you’re someone who wants to build something real… something that can create generational wealth, provide for your family, fund your children’s education, and give you the dignity of freedom…
Then hear this:
Making money has never been easy.
Whether it was grain, gold, or digital currency — value creation has always required effort, courage, and clarity.
And in this era — where the middle class is being squeezed, where the post-WWII prosperity model is fading, where affordability, stability, and upward mobility are no longer guaranteed…
You need something more than tactics.
You need to be grounded in values.
Because life won’t get easier. Building a business won’t get easier. And growing something meaningful — will absolutely not get easier.
If you’re just getting started…
- Your first $10K in recurring revenue will be hard.
- $20K will be harder.
- $100K? Even harder.
- $10 million? That’ll take years.
- A billion-dollar company? Almost impossible.
And if you’re not relying on luck — if you’re not banking on a dropshipping miracle, or an AI-generated side hustle that magically scales, or a forgotten USB drive with 10,000 Bitcoins under your bed…
Then you’re in the right place.
Because this journey — the long game — belongs to people who build with principles, not just platforms.
And if you lead with values… If your company is built on the same principles you live by… Then hard times won’t break you. They’ll strengthen you.
You won’t be distracted by the next shiny object. You’ll know your path. And you’ll get to your goal — whatever it takes — even if it’s dark and cold right now.
And if you love your mission — like the founders of Sony — you won’t be shaken by bankruptcy, or low bank balances, or economic crashes.
You’ll keep going.
You’ll create failed rice cookers. Sweetened bean paste soups. Croqueting pads.
You’ll fail forward. You’ll keep innovating — because you’re following your values, not the market’s mood.
And eventually, you’ll build something that lasts.
Something that impacts those around you. A company that pursues more than profits.
What Should I Do Now?
Now, continuing from our last topic — why core ideology still matters. Especially now.
We finished by saying: a company that impacts those around you, a company that pursues more than profits. And that cash flow is a result of commitment and the value you bring to the world — not the other way around.
(Okay, give me a moment here. I took the wrong book — not great — but let me grab the right one. Let’s open a window too, get some fresh air. Think.)
Is It Too Late to Implement Core Ideology?
Now that we’ve established what principles are — let’s help you build yours.
Because the next natural question is:
“But if I’ve already started my company… is it too late to implement a core ideology? Is it too late to set a core vision?”
The answer is simple: No.
In fact, many great companies didn’t start with one. Some of them built their ideology over time — not from a textbook, not from a brand consultant, not from some AI prompt… but from what they truly believed.
For many founders, their core ideology was revealed in the process. It came out through pain, growth, leadership challenges, and reflection.
And that brings us to another very important truth:
There is no such thing as a “correct” ideology.
Visionary companies — the kind that are built on purpose, not just profits — don’t all share the same beliefs.
Sony’s ideology won’t match HP’s. HP’s won’t match Apple’s.
But all of them were deeply believed.
You don’t have to agree with any of them. But you can be inspired by them — and from that inspiration, start crafting your own.
Core Ideologies: Hewlett-Packard
HP — Hewlett-Packard — had these as their guiding beliefs:
- Technical contribution to the fields in which we participate.
In other words, we exist to make meaningful contributions — not just take market share. - Respect and opportunity for HP people — including the opportunity to share in the success of the company.
- Contribution and responsibility to the communities in which we operate.
- Affordable quality for our customers.
- Profit and growth — not as an end in themselves, but as a means to make all other values possible.
Core Ideology: Sony
Sony’s founding principles include:
- Experiencing the sheer joy that comes from advancing, applying, and innovating technology that benefits the public.
- Elevating Japanese culture and national identity.
- Being a pioneer — not following others, but doing the impossible.
- Respecting and encouraging each individual’s creative potential.
These are not checkboxes. They’re not slogans.
They are the soul of the company.
Core Ideology Is Not Words. It’s Deeds.
In my work with organizations, I’ve walked into beautiful offices — walls decorated with framed values, mission statements noble enough to earn someone a VIP ticket to heaven.
But the company? In ruins.
Why?
Because they weren’t living those values.
They weren’t hiring by them.
They weren’t firing by them.
They weren’t leading with them.
Even companies like Sony and HP have had dark seasons — not because their values weren’t good, but because they weren’t followed.
You can write anything.
You can publish anything.
But if it’s not in your culture, your decisions, your people… it’s not real.
So ask yourself — and your team:
- Are we actually living the values we claim?
- Is our culture consistent with our words?
- Are our people aligned?
- Am I aligned?
If You Don’t Own a Business
You might say:
“But I’m not a founder. I’m just someone working a job. I can’t afford to build a brand right now.”
Let me tell you something:
It’s still worth defining your own core ideology.
You don’t need a company to live with clarity.
You don’t need a brand to know your values.
Even if you’re still figuring out your next steps,
Even if you’re on a parallel path and not ready to go all in yet…
You can still define what matters most.
And once you do, you’ll find yourself making better decisions, attracting the right people, and staying grounded in chaos.
And once you set your values — the real question is:
Are you going to live by them?
Or are you going to abandon them the moment things get hard?
What Is Core Ideology Made Of?
Core ideology is made of two things:
- Core Values
- Core Purpose
Let’s break them down — clearly.
Core Values
Core values are your essential, enduring tenets.
They’re the things you will not compromise, no matter the pressure, no matter the temporary gain.
You don’t adapt them for trends.
You don’t shift them for growth hacks.
They are unchanging.
Let me quote from a 1963 booklet by Thomas J. Watson called A Business and Its Beliefs:
“I believe the real difference between success and failure in a corporation can very often be traced to the question of how well the organization brings out the great energies and talents of its people…
I firmly believe that any organization, in order to survive and achieve success, must have a sound set of beliefs on which it premises all its policies and actions.
And that the most important single factor in corporate success is faithful adherence to those beliefs.”
That’s not a tech founder.
That’s not a startup guru.
That’s 1963. And it’s still true today.
Simple Examples of Core Values
Walmart:
“If you’re not serving the customer or supporting the folks who do — we don’t need you.”
HP:
“Respect and concern for the individual.”
That’s the HP Way. It boils down to:
Do unto others as you would have them do unto you.
Simple.
Clear.
Timeless.
And today, some companies prefer to use 4–10 bullet-pointed values. That’s okay too.
Let me show you an example.
Here are the core values from an agency I help run operations in:
- Act with honesty and integrity
- Create a culture of innovation and continuous improvement
- Lead by example
- Go the extra mile
- Accept responsibility
- Be enthusiastic
- Always be learning
- Be humble
- Commit to dominating
Now, notice something important: none of these values are tied to a specific business model.
We’re not saying:
“We are committed to building dropshipping stores.”
“We believe in developing the best AI chat agents.”
Why?
Because one day, those markets may not exist.
But our values still will.
So when you define your core values, ask:
“Would I still stand by this value in 20 years?”
“Would I keep this value even if it slowed my short-term growth?”
Because if you wouldn’t — it’s not a core value.
Core Purpose
Compared to core values — core purpose is a bit different.
It can evolve over time.
Unlike core values, which are permanent and non-negotiable, your purpose can mature — especially as your business grows and new opportunities or insights emerge.
And while some companies don’t start out with an explicit core purpose written down, that doesn’t mean it’s not important. Quite the opposite.
Whether or not you’ve formalized it in a document, your company still needs to know where it’s going — and why it exists.
If it’s just you — if you’re a solo founder or freelancer — you might intuitively follow what feels right. You might instinctively lead yourself toward your own truth.
But when your team grows, when you’re no longer operating alone —
When you have 15, 50, or even 1,500 people under your leadership —
If there’s no shared sense of purpose, no unifying reason behind the work…
It becomes almost impossible to achieve extraordinary performance.
Because human beings — we don’t just want instructions.
We need meaning.
We don’t just follow tasks.
We follow “why.”
If You’re Not the Boss — This Still Matters
There is absolutely no reason why these truths I’ve shared with you don’t apply to your life.
On the contrary:
If your company doesn’t have core values…
If your boss hasn’t articulated a clear mission…
If your organization is still just trying to find its identity…
That doesn’t stop you from becoming a leader in your own department, team, or circle of influence.
- Start implementing these ideas at your level.
- Define your own values.
- Write your own personal mission.
- Bring clarity to your corner of the company.
And I promise — your results will be astronomical.
Because when a person operates from deep clarity, alignment, and conviction… They become unstoppable. They move different.
They create energy.
They elevate everyone around them.
Even if you’re not a manager.
Even if you don’t have a title.
Even if you’re still on your journey — this applies to you.
Final Thoughts
So — be blessed.
And if you want to take this seriously, here’s your homework:
I’m going to leave you some examples in the description.
Articles, stories, frameworks.
- You’ll find examples of companies who live by core values.
- You’ll find stories of individuals — yes, even people without official roles — who were guided by their personal values and who succeeded in life, leadership, and purpose.
Because what we’ve talked about here isn’t just core ideology.
It’s what I call core identity.
Core Identity = Core Values + Core Purpose.
And when you live from that identity, both personally and professionally…
You don’t just build a company.
You build a future.
So let’s put these stories into practice.
Let’s reflect on what we believe.
And let’s build a world that’s far better for our children than the one we inherited.