Benchmarking is stupid. The only reason I recommend benchmarking, analyzing another company, is to learn what not to do. But most organizations don’t think this way. They analyze and copy what competitors do without a worry about whether their practices will work for them or not; including culture.
What gives you confidence that you have an advantage in any situation? Shane Parrish from Farnamstreet started an interesting thread on Twitter about sources of personal competitive advantage, check them out below.
Startups boast about their culture, but most of the time they can’t even explain why it’s special. Culture is not about perks, it’s about why and how you do what you do and how that happens in the day to day; culture is about connecting the 3 P’s: purpose, people and processes.
From the department of keeping things simple, here’s a quick post that was inspired by a conversation I had last week with a friend.
It’s common to talk with friends and family and hear them complain about their job; everyone does. Mostly, people complain about their boss, not being appreciated, not getting opportunities, and not getting rewarded for their work.
Do you or your organization lead its customers? Yes, lead. Not just serve them, but lead them. In other words: Do you look out for them? Do you demand of them when they don’t demand more of themselves? Do you transform them?