Traditional business planning fails because it focuses on intellectual exercises like metrics and behaviors. A more powerful approach grounds the plan in purpose-driven questions about service and mission, providing stronger motivation than numbers alone.

The most successful founders, like Koenigsegg, say the same things on day one as they do 20 years later. Their success comes not from pivoting, but from the relentless, decades-long execution of a single, powerful vision. This unwavering consistency compounds into a massive competitive advantage and defines the company's character.

True entrepreneurship often stems from a 'compulsion' to solve a problem, rather than a conscious decision to adopt a job title. This internal drive is what fuels founders through the difficult decisions, particularly when forced to choose between short-term financial engineering and long-term adherence to a mission of creating real value.

When leaders are stuck defining their organization's mission, this question forces a shift from generic goals like survival to tangible impact. It clarifies the unique value provided to customers and society, revealing a more motivating and authentic purpose beyond simply 'staying in business.'

Stating that your company's purpose is to make a profit is not a compelling 'why' for employees or customers. A true purpose should be a unique identifier, like a thumbprint or DNA, that distinguishes the organization from all competitors who are also seeking profit.

The fundamental goal is to become a "better competitive alternative" for a specific customer—being so superior that they bypass competitors to choose you. Achieving this state is the business equivalent of the house advantage in a casino (“the house vig”) and the only reliable way to build a lasting enterprise.

Instead of optimizing for a quick win, founders should be "greedy" and select a problem so compelling they can envision working on it for 10-20 years. This long-term alignment is critical for avoiding the burnout and cynicism that comes from building a business you're not passionate about. The problem itself must be the primary source of motivation.

After burning out, Bumble's founder returned with renewed purpose by reframing the company not as an app, but as a "vehicle to deliver love." This elevated, mission-driven perspective—seeing the company as a means to a greater societal end—can be a powerful tool for leaders to overcome fatigue and reconnect with their work.

Instead of chasing trends or pivoting every few weeks, founders should focus on a singular mission that stems from their unique expertise and conviction. This approach builds durable, meaningful companies rather than simply chasing valuations.