That said, you seem to have archetypes above Costco, Patagonia, and Novo Nordisk that avoided it.
Can you comment on not what it takes to build such a company, but rather how to transform companies like those that I worked for into ones that resist gravity? Or is it too late?
I don't really think there's a short way for me to answer this question without having to summarize the entire book. This is what it's about. I'll simply say that the second part of the book, what I call "The Blueprint," is about both the governance and leadership tools that we have available to us to turn these organizations into the long-term, mission-driven, incorruptible places we all want to work at.
I was pondering about a piece of wisdom people often say, roughly going like "Oh yes, invest in stocks, the market always goes up!" and even though technically true they forget to mention that it's the case because losers get kicked out. A company that doesn't performed is removed from the indices so sure, market goes up BECAUSE losers leave.
This isn't a moral stance by the way, just highlighting mechanisms to participate, and survive, in those environments.