3M: To solve unsolved problems innovatively

Cargill: To improve the standard of living around the world

Fannie Mae: To strengthen the social fabric by continually democratizing home ownership

Hewlett-Packard: To make technical contributions for the advancement and welfare of humanity

Lost Arrow Corporation: To be a role model and a tool for social change

Pacific Theatres: To provide a place for people to flourish and to enhance the community

Mary Kay Cosmetics: To give unlimited opportunity to women

McKinsey & Company: To help leading corporations and governments be more successful

Merck: To preserve and improve human life

Nike: To experience the emotion of competition, winning, and crushing competitors

Sony: To experience the joy of advancing and applying technology for the benefit of the public

Telecare Corporation: To help people with mental impairments realize their full potential

Wal-Mart: To give ordinary folk the chance to buy the same things as rich people

Walt Disney: To make people happy

Core Values:

Merck

o Corporate social responsibility
o Unequivocal excellence in all aspects of the company
o Science-based innovation
o Honesty and integrity
o Profit, but profit from work that benefits humanity

Nordstrom

o Service to the customer above all else
o Hard work and individual productivity
o Never being satisfied
o Excellence in reputation; being part of something special

Philip Morris

o The right to freedom of choice
o Winning - beating others in a good fight
o Encouraging individual initiative
o Opportunity based on merit, no one is entitled to anything
o Hard work and continuous self-improvement

Sony

o Elevation of the Japanese culture and national status
o Being a pioneer - not following others; doing the impossible
o Encouraging individual ability and creativity

Walt Disney

o No cynicism
o Nurturing and promulgation of "wholesome American values"
o Creativity, dreams, and imagination
o Fanatical attention to consistency and detail
o Preservation and control of the Disney magic

 

Copyright 1996 by Jim Collins and Jerry I. Porras. This article first appeared in Harvard Business Review, September-October 1996.