It's Not Always Cold in the True North
AI demands radical honesty about company values, mission, and principles in the future of work.
AI cannot interpret corporate bullshit or fill gaps with common sense like humans do. As AI systems make more decisions on behalf of companies, vague mission statements and meaningless values become operational liabilities that expose the gap between what organizations claim to stand for and what they actually do.
More than half of traditional corporate enterprises list “Integrity” as a corporate value. Beautiful. Makes the shareholders feel all warm inside. Of course, these are also the same companies incentivizing employees to crush quarterly targets first and maybe tell the truth later if there’s bandwidth left over. Need proof? Wells Fargo has collected more scandals than Prince Andrew, all while “integrity” gleamed from their corporate website like a participation trophy.
That charade is ending.
AI isn’t just rewiring how companies operate. It’s forcing them to face who they actually are. Those cringe-worthy mission statements and inspirational wall art floating around corporate offices are about to become operational code. No more hiding behind managerial poetry.
When algorithms make decisions, they won’t charitably interpret your intentions, fill gaps with common sense, or translate your corporate word salad into something workable. They’ll do exactly what you tell them to do. Which means you better know what your organization actually stands for, not what sounds good in the annual report.
The AI revolution has delivered an unintended consequence: it demands radical honesty about organizational identity. Companies that thought they could coast on generic corporate speak are discovering that artificial intelligence has zero tolerance for executive fluff and managerial nonsense.
The Illusion of North
Let’s start with a humbling cosmic truth: cardinal directions are complete human fiction. “Go West” made for a catchy disco tune, but in the vast indifference of space, it’s meaningless advice. Despite what leadership gurus preach, there is no “True North”—not in business, not anywhere.
In the universe’s grand scheme, up and down are quaint suggestions. Even on this spinning rock called Earth, “North” is just a convenient lie—a cognitive crutch we invented to avoid wandering in circles. Other species manage fine with “warmer” versus “colder,” but humans needed something more abstract to feel superior.
We pointed at the Polestar or magnetic fields and collectively agreed to pretend a specific direction held objective truth. Cardinal directions? Pure fabrication. But a remarkably useful one.
This shared delusion prevents collective paralysis. Marco Polo, Christopher Columbus, and Roald Amundsen would testify that this convenient fiction helped them reach places they’d never have found otherwise. Without agreed-upon coordinates, “forward” becomes opinion, and collaboration becomes chaos.
Without this invented framework, teams drift toward whatever feels comfortable instead of working toward what matters. We create these coordinates not because they’re carved into reality’s bedrock, but because alignment among humans requires a shared narrative—a story we can all believe in. Stories about there (where we want to go) versus here (what we’re escaping), whether those destinations are real or imagined.
This is organizational identity’s function. Purpose, Vision, Mission, Values, and Principles serve as our narrative compass points. They’re mental constructs—intangible and invented—but they’re the useful fiction that keeps groups moving in the same direction rather than meandering toward whatever seems warmest.
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Purpose: Your Existential Anchor
Organizational purpose answers the most fundamental question any entity faces: Why should you keep existing? Not “how do you extract profit.” (That’s survival mechanics, not purpose.) We’re talking about the difference you’re attempting to make, the human need you address, the reason anyone should care you showed up.
Purpose functions as your North Star—that fixed reference point that remains constant while everything else shifts. Microsoft’s purpose wrestles with human potential and technological empowerment. That’s not marketing copy; it’s an existential commitment that survives strategy pivots and market chaos.
Most companies mistake busy work for purpose. They confuse what they do with why they matter. Real purpose transcends quarterly earnings calls and survives leadership changes.
Purpose: Why do we exist? (my example)
To reimagine collaboration in the age of intelligent agents.
We help organizations shift from hierarchical control to networked alignment—enabling ethical, adaptive collaboration between humans and machines.
We don’t champion any single platform, protocol, or product. We build conditions for a future where no one actor owns how we work together.
Vision: Your Destination Beacon
Vision statements answer a deceptively simple question: What do we want to become? Not your current reality, but the compelling future state you’re building toward. Think of it as your organizational GPS destination—the point on the horizon that helps navigate when paths get messy.
Purpose is your moral compass (why you exist); vision is your destination (where you’re headed). Purpose connects to larger human needs and rarely changes. Vision peers 5-10 years ahead and describes the world you’re trying to create.
Google’s vision “to provide access to the world’s information” paints a clear picture of barrier-free knowledge. Effective vision statements walk a tightrope: ambitious without being delusional, inspiring without being vague, specific enough for direction while broad enough for creative execution. Most fail because they’re either too grandiose to believe or too generic to be useful.
Vision: Our Destination Beacon (my example)
We’re building toward Networked Agentic Organizations (NAOs)—where autonomous agents and empowered people co-create value across open, evolving ecosystems.
In this future, work is negotiated, decentralized, and grounded in mutual respect—between humans, machines, and the systems they inhabit.
Mission: Your Current Job Description
Mission is what you actually do right now. Unlike vision (future aspiration) or purpose (existential why), mission lives in the present tense. Purpose provides inspiration, vision provides destination, mission provides the current route.
IKEA’s mission—”To offer a wide range of well-designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them”—is as straightforward as their assembly instructions (theoretically). The best missions balance specificity for direction with flexibility for growth.
Most mission statements fail because they’re either so broad they’re meaningless (”providing solutions”) or so narrow they become straightjackets. The sweet spot delivers operational clarity that enables strategic flexibility.
Mission: Our Current Job Description (my example)
We cultivate a community of practice—and practice what we preach—by developing a pattern language for structuring, distributing, and governing work between humans and agents.
Values: Your Moral DNA
Company values represent fundamental beliefs about what matters—your organizational DNA influencing everything from boardroom decisions to break room conversations. They shape how you treat employees, customers, and the world. When authentic, they deliver tangible benefits: cultural cohesion, talent magnetism, engagement, and autonomous decision-making at scale. When inauthentic... well, you still make headlines, just not the kind you want.
The difference between bland, ineffective values like “integrity” and specific ones like Patagonia’s “protecting the home planet” shows why specificity matters. Specific values guide real decisions instead of decorating conference rooms (or bringing gleeful smiles on the faces of news reporters).
Values only work when they’re authentic. Leadership hypocrisy—saying one thing, doing another—doesn’t just neutralize values; it breeds active cynicism. In our transparency-obsessed age, that cynicism spreads fast and costs more than most executives realize.
Values: Our Moral DNA (my example)
What do we stand for, no matter what? (Borrowed from the book Human, Robot, Agent)
Fairness
We treat others equitably without bias. Humans and AIs must both commit to just outcomes.Reliability
We show up, follow through, and deliver. Trust emerges through consistent performance—from people and machines.Safety
We protect others from harm—physical, emotional, and systemic. Safety is non-negotiable.Inclusivity
We create space for everyone. We amplify marginalized voices and build systems serving the full spectrum of humanity.Privacy
We respect boundaries and protect data. Dignity requires discretion—from all agents.Security
We defend what matters. Resilient systems—and people—must resist manipulation and protect the commons.Accountability
We own our actions and consequences. No excuses—from anyone or anything.Transparency
We explain our reasoning. Whether human or algorithmic, decisions must be traceable and honest.Sustainability
We consider impact beyond the short term. The future of work can’t come at the planet’s expense.Engagement
We approach work with curiosity and care. Great collaboration—human or artificial—feels energizing, not extractive.
Principles: Your Behavioral Translation
Principles bridge the gap between moral ideals and Monday morning decisions. While values might declare “we believe in honesty,” principles spell out what that means operationally: “we never mislead customers, even when it costs us a sale.”
Values are your moral compass—core beliefs about right and wrong. Principles are your detailed map—specific, actionable rules for navigating daily decisions. Values answer “what we believe.” Principles answer “how we act on those beliefs.”
Amazon’s Leadership Principles like “Customer Obsession” and “Invent and Simplify” function as operational tools making abstract values tangible and testable. They might be executive theater, but they’re theater with impact, evidenced by Amazon’s mind-bending growth over three decades.
Principles: Our Behavioral Algorithms (my example)
How do we act on our values—concretely? (Borrowed from the book Human, Robot, Agent)
We Watch the Interconnected Environment
Design for complexity, not simplicity. Track second-order effects, enable cross-boundary flow, and treat systems as entangled webs—not isolated silos.We Focus on Sustainable Improvements
Solve problems at the root. Prioritize long-term impact over short-term fixes, and invest in change that compounds over time.We Prepare for the Unexpected with Agility
Build flexibility into everything. Use options, scenarios, signals, and slack to stay ahead of volatility and shift with confidence.We Challenge Mental Models with Diversity
Break the bubble. Invite difference, confront assumptions, and use cognitive variety to unlock creative breakthroughs.We Seek Feedback and Learn Continuously
Build tight feedback loops. Make reflection routine, and treat every input as an opportunity to adapt and evolve.We Balance Innovation with Execution
Don’t just invent—deliver. Create space to explore, but anchor it with discipline and direction.We Take Small Steps from Where We Are
Start local, think systemic. Use light interventions to trigger larger change, and leverage what’s already in motion.We Push for Decentralized Decision-Making
Distribute control. Trust autonomous teams, and let coordination emerge through clear interfaces—not top-down command.We Grow Resilience and Anti-fragility
Don’t just survive—get stronger under stress. Design for bounce-back, adaptation, and opportunity in disruption.We Scale Out with a Networked Structure
Structure for emergence. Connect through platforms, protocols, and peer networks—not rigid hierarchies.
The Codification Challenge
In AI-enabled organizations, our narrative frameworks must translate into machine-readable guidelines, decision criteria, and algorithmic constraints. This means embedding ethical guidelines directly into how AI systems make decisions. Your Purpose, Vision, Mission, Values, and Principles (PVMVP) need to inform executable code.
Traditional enterprise PVMVP statements read like template exercises:
“To be the leading [industry] company providing innovative [products/services] that create value for our [stakeholders] while maintaining the highest standards of [virtue].”
These might be technically correct, but they’re completely forgettable. They provide zero real guidance because they could apply to virtually any company in any industry. And no AI agent can act on them.
Artificial intelligence isn’t just adding complexity to organizational guidelines—it’s fundamentally changing the rules. Traditional organizations survived with vague or inconsistent “guidance” because humans naturally filled gaps, interpreting unclear directions through cultural context and personal judgment. AI systems lack that interpretive charity.
When an AI system optimizes for “customer engagement,” it pursues that goal relentlessly regardless of whether engagement comes from valuable content or addictive misinformation. This creates what researchers call the “explicit encoding” challenge—a corporate version of Nick Bostrom’s paperclip problem.
In AI-dependent organizations, directional frameworks can’t remain implicit cultural knowledge. They must become machine-readable guidelines, decision criteria, and algorithmic constraints. The shared story must be written so machines can understand and act on it.
The Governance Opportunity
Beyond the inevitable codification challenge, several opportunities emerge:
Dynamic Navigation
Accelerating technological change compresses strategic time horizons. Ten-year visions and five-year missions might need reassessment every other year, perhaps more often. Organizations that encode their PVMVP compass can build adaptability into operational frameworks while maintaining stability for meaningful guidance. The story can be rewritten much more often.
Analytical Partnership
AI’s analytical capabilities can reveal whether companies actually live their stated PVMVP frameworks. Machine learning algorithms analyze employee surveys, customer feedback, and social media sentiment to identify gaps between stated values and actual behavior. AI processes market trends, customer needs, and technological possibilities to detect discrepancies and nudge narrative refinement.
Algorithmic Governance
As PVMVP frameworks become operational through code, AI systems can enforce principle-aligned policies automatically—routing resources toward projects aligning with company values, screening candidates for cultural fit, or flagging decisions conflicting with stated principles. This represents a shift from forgettable guidelines to algorithmic guardrails. The narrative structure as an actual navigation system.
However, one crucial challenge remains:
When AI agents make decisions based on programmed values and principles, who’s responsible for the outcomes? New accountability frameworks must address shared responsibility between human designers and AI systems, differentiating between human error, AI system failure, and emergent AI behavior conflicting with intended principles.
Stakeholders expect companies to demonstrably live up to stated intentions. AI-enabled capabilities amplify both positive and negative organizational capabilities. Companies with genuine, well-implemented frameworks can use AI to scale impact dramatically. Organizations engaging in purpose-washing or operating with misaligned systems will find their false stories exposed more quickly and publicly than ever.
What counts is a cohesive story.
It’s All a Fantasy
Fantasy writers love pretending they’re running climate simulations when they’re just slapping “cold north, warm south” on maps because it’s easy and nobody wants to explain axial tilt to a dragon.
Game of Thrones epitomizes this lazy approach: Westeros behaves like our Northern hemisphere... except winter lasts however long the plot needs. The Wheel of Time does the same trick—ice and snow up by the Blight, balmy kingdoms in the south—because why redesign a planet from scratch when you can borrow European temperature settings? Even The Lord of the Rings follows the same pattern: Mordor simmers in the southeast while the frigid Forodwaith sits conveniently above everything else.
It’s not worldbuilding; it’s narrative convenience. Authors map ecosystems where cold “north” equals danger and mystery while warm “south” equals clothing-optional comfort and exotic spices. When I once challenged Tad Williams about using this same device in his Otherland and Shadowmarch series, he seemed offended, as if it was beneath him to acknowledge reusing the same tired storytelling trick.
But I understand the pragmatism. Story rules over everything else. Time wasted explaining alternative compasses to readers is distraction. We need easy agreement on what’s where, then focus on what matters: where’s the treasure (usually east or west) and where’s the undead lair (typically north).
In business adventuring, the same storytelling rules apply.
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The Human-Centered Paradox
AI has created an unexpected imperative: organizations must become more human-centered, not less. The technology promising to automate human tasks simultaneously demands greater clarity about human values, purposes, and flourishing.
This isn’t philosophical navel-gazing. In a world where algorithms make countless organizational decisions, decision quality depends fundamentally on the quality of Purpose, Vision, Mission, Values, and Principles embedded in digital systems. Companies treating PVMVP narratives as afterthoughts or marketing exercises do so at their peril.
Organizations thriving in the AI age will:
Articulate clearly why they exist, where they’re going, what they do, what they stand for, and how they act on those beliefs
Embed PVMVP frameworks authentically into operations, both human and artificial
Use technology to amplify positive impact rather than simply maximizing narrow metrics
Create shared operating systems guiding both people and machines toward common destinations
Maintain human stewardship over difficult questions while leveraging AI capabilities
AI is forcing confrontation with questions we’ve often avoided: What are we actually trying to accomplish? What kind of world are we building together? How do we ensure our most powerful tools serve our highest purposes?
Companies figuring this out won’t just survive the AI revolution—they’ll help ensure it serves human flourishing rather than undermining it. The imagined North, East, South, and West are waiting. Whether your organization is ready to navigate by its own compass remains an open question.
Jurgen
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