January is full of predictions about what's next. But looking back at our most powerful insights from last year, there’s something more interesting: The companies that thrive aren't obsessing over what's changing - they're mastering what never does.
Like why Mercedes needs BMW to stay great. Why Hermès bags get more valuable as prices rise. Why DIY campaign merch beats the official stuff. And why superfans might be the smartest people in the room.
Here's what we learned about building cultures that last. |
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|  | Life Lessons from a Hot Dog
Will Guidara, the force behind Eleven Madison Park didn't climb to the top of the culinary world through fancy ingredients or massive budgets. He did it with a $3 hot dog. The secret? It’s not about outspending the competition, it’s about out caring them. |
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 | Belonging at Scale
Belonging at scale is an age-old problem. One the British Army cracked the code on centuries ago: Don't make soldiers loyal to 'the Army'—make them loyal to their regiment. Each with its own traditions, songs, and stories. Same mission, different tribes. Modern leaders take note. It's how you win wars (and markets). |
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 | It’s Not Just a Bag
Economists think we buy with our calculators. Reality: we buy with our hearts, our egos, and our need to belong. That's why a $100k Birkin bag isn't about the bag - it's about being allowed to buy one in the first place. Value lives in our heads, not in the price tag. |
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 | The Social Objectification of Kamala
Want your idea to spread? Stop trying to control it. The magic happens when people start to make it their own. The campaign merch that actually worked for Kamala wasn’t from the website, it was the DIY stuff on Etsy. Movements don't start with marketing departments, they start with human connections. |
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 | What If Work Loved Us Back?
The true Holy Grail of business isn’t just the bottom line. It’s creating a place where people show up because they’re part of something that matters. Not just because they collect a paycheck. For those who capture it, this sense of belonging drives more value than any financial statement can capture. |
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 | What Matters Not What’s Easy
Goodhart’s Law teaches us that when we focus too much on targets, we can lose sight of what truly matters. Whether it's safety at Boeing or loyalty oaths in Catch-22, the lesson is clear: success comes from staying focused on the mission, not just hitting metrics. The real question is, "What are we here to do?" |
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 | Why Loneliness Can Kill Us
During the Battle of the Bulge, soldiers were sent to foxholes alone—no friends, no mentors, no shared wisdom. The Army hit their recruitment numbers but missed something bigger: Community isn't a nice-to-have, it's how humans survive. True in war, true at work. |
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 | Nothing Beats Competition
Want to build something great? Find a worthy rival. Not to beat them - but because they'll make you better. Just ask Mercedes and BMW. The game isn't about winning. It's about improvement. Competition is an infinite game. And the best prizes come not from winning, but from the act of competing itself. |
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 | The Machines Don’t Care
Everyone's talking about AI replacing jobs. But they're missing the point: Machines solve problems, Humans solve THE problem. Machines can't create Guernica. Can't solve the problem of being human. That's still our job. The future belongs to the people who can tell the difference. |
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 | Environment is Leadership
Your office isn't just a place to work - it's telling a story about who you are. As Winston Churchill once said, "We shape our buildings; thereafter, they shape us." Paris got this 200 years ago. The best leaders still do. There’s an old adage that goes “as within, so without.” True, but so is the reverse. As without, so within. |
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 | The Story Behind Your Story
The most powerful force in any culture isn't what's visible - it's the story hanging over our heads. Churches know this. Great companies know this. It's why some people stay despite better offers elsewhere. Because they're not just showing up for a job - they're showing up for their part in a bigger story. |
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 | Desire Speaks A Different Language
Apple's success with the iPod wasn’t about the specs; it was about creating desire. While Microsoft focused on listing features, Apple sold freedom and possibility, making people FEEL something. Two decades later, we're still learning the same lesson: People don't buy better features. They buy better stories. |
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