I was listening to a podcast recently on my way to Brno. The name Collins came up, along with a mention of a book that explores what the world’s best companies have in common. It piqued my interest enough that I started digging deeper into it. And I discovered a few ideas I’d like to share.

In the summer, just like at the turn of the year, we have time to slow down a bit. We have the space to reflect on what we’re doing and why—and where we’re headed, both as a company and as individuals.

That’s why I was intrigued by a book I discovered through a podcast. It’s called *Built to Last* and was written by Jim Collins and Jerry Porras. It was first published in 1994, but its core ideas remain relevant to this day.

In the book, the authors examined eighteen companies that managed to remain exceptional for decades. And they looked for what they had in common.

The answer wasn’t a great idea. Nor was it a charismatic leader. It was a core ideology.

What Is Core Ideology

Collins and Porras found that visionary companies have something that remains unchanged over the years. They called it “core ideology.” It consists of two parts.

1. Core Values—Principles that a company will never abandon, even if doing so were to harm it in the short term.
2. Purpose—The reason the company exists, aside from making money.

This core holds the company together, even as everything else changes: strategy, products, the market, and people.

And now for the interesting part. The authors explicitly state that these values don’t have to be universally admirable. They even cite tobacco companies as an example. Their values are controversial to many people. Yet they function as a strong, authentic core that the company believes in unreservedly.

In other words, it’s not about whether the values are “nice.” It’s about whether they’re genuine. Whether the company truly lives by them, not just displays them on its website.

That’s a rather uncomfortable idea. But that’s what makes it all the more honest.

The Genius of the AND vs. the Tyranny of the OR

Another concept from the book that caught my attention is what the authors call the “genius of the AND.”

Most companies think in terms of opposites. Either stability or change. Either low costs or high quality. Either short-term results or a long-term vision.

Collins and Porras call this the tyranny of OR. And they argue that visionary companies reject it.

Instead, they seek both at the same time. “Preserve the core, stimulate progress,” as the authors put it.

The core doesn’t change. Everything around it does, and it must change; otherwise, the company will remain stagnant.

This idea works on both the corporate and personal levels. What is the core within me that remains the same, no matter what work I do? And conversely, what is allowed to—and should—change?

Cult-Like Cultures – in the Best Meaning of the Word

It’s not enough for a core ideology to be written down. It must be lived. Collins and Porras use the somewhat provocative term “cult-like cultures” to describe this.

They don’t mean a cult. They mean a company where it’s clear who belongs and who doesn’t. Where a new hire either embraces the values or won’t last long in such a company.

It’s not about blind obedience. It’s about the fact that values aren’t just words on a bulletin board. They’re reflected in who the company hires, who it promotes, what it celebrates, and what it doesn’t tolerate.

Interestingly, the authors describe these cultures as binary. Either you fit in, or you don’t. There isn’t much room for half-measures.

That’s exactly where core ideology intersects with the Employer Brand. The Employer Brand isn’t something a company just makes up and posts on its career page. It’s a reflection of what the company truly is and what it believes in.

If the core is missing or unclear, no amount of communication can make up for it.

What to Learn from This

The book is from the 1990s, and some of the companies described are no longer as shining examples today as they were back then. But that doesn’t change the power of the underlying idea.

The companies that endure aren’t the ones with the best strategies. They’re the ones that know what their core is and aren’t afraid to defend it, even as the world around them changes.

The same question applies to us as individuals. What is my core? What matters to me? What remains within me, even as my job, role, and circumstances change?

Summer is a good time to reflect on this. Not because it’s trendy, but because during this quieter season, we finally have the space to ponder such questions.