Been thinking about the values of the business a lot recently. Part of it came about from Gary Ray’s post, part of it from reading the huge blow-up happening (and caused) by Game Salute and part of it just watching the industry change. It’s interesting in the sense that I do not, for a number of reasons, ever actually think about ‘my’ values – I don’t prod and ask myself ‘what do I stand for’, etc. Lots of reasons for that, but it does translate to the fact that the business has never had a written set of ‘core values’.
For the most part, I don’t think it’s been a major hindrance. In fact, there’s certain arguments for not having defined ‘values’. For one thing, so much of it is lip-service. Having worked for larger corporations, I gained a very cynical viewpoint about the worth of the ‘core values’ espoused by most corporations.
On the other hand, sometimes it’s worth taking the time to write it all down and living the values you expouse – Proctor & Gamble is a great example.
So Who Are We?
Truthfully, I still don’t have an answer. We’ve done well enough as it is, so I’m not going to push the point. I do know a few things that we strive for as a company:
- Be fair – that’s for both customers and suppliers. We treat people the way we’d expect to be treated – fairly. No subservience, no ‘customer is always right’, just fairness. Maybe a bit more towards the customers side than ours, but that’s because we are in business.
- Play the long game – I’ve always thought in the long-term, willing to look in terms of years rather than months or years. It’s particularly useful when considering the future of the company and it’s something we can do as we don’t have to worry about the next quarter earnings reports.
That’s about as far as I’ve gotten really. Perhaps one more – Wil Wheaton’s command of ‘Don’t be a d*ck’ comes to mind.