Wolfgang Hammer

Whatever it may be, that's a core function of the company.

The philosophical is the why.

So you believe in certain ideals, a certain way you believe that the world should be.

On an abstract level, it's an abstract why.

And emotional is a personal why.

In the founder's case, it's very often why they are doing it.

Well, how do we believe?

How do I believe?

I think sometimes it's because doing the thing is so difficult and complex that the idea of having to frame this now on top of everything else in some sort of philosophical way is overwhelming and doesn't even seem necessary at times.

Of course, it's always present and people just are not conscious of it.

So when the predicate understanding of what is actually happening is made conscious and is communicated in a way that doesn't quite name the thing, but is able to metaphorically describe it,

it can be extremely inspiring because it simply seems that these three elements of the external, the internal, and the philosophical combined unlock something that moves people very deeply.

I was at Stanford when the turnaround for Apple in its second inning, I should not be using baseball metaphors because I have no idea what they are, but this was

a man who had a philosophy, a personal worldview, and knew exactly what he was fighting against at all times, and then acted accordingly with unbelievable discipline and courage, and created something that was a work of art in many ways.

He literally wanted to make business art, and he kind of did.

Every one of these instances is completely unique, obviously.

But I think that is what's possible.

It also makes it just more interesting in general.

It's very easy to be conformist in some sense because you know what's expected, but there's a lot left on the table too.

At the same time, espousing a new narrative or finding a predicate understanding just unlocks a ton.