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has become obsessed with banning all critics and possible critics of Wikipedia. to become a collection of ad-hoc patches, every Cause wants to be a cult.
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The Latest Fashion Trend? Dressing Like You’re in a Cult

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There's no sharp distinction between cult and regular religion | Aeon Essays

Word Wise: Enabled. Enhanced Typesetting: Enabled. Page Flip: Enabled. Amazon Music Stream millions of songs. Amazon Advertising Find, attract, and engage customers. Amazon Drive Cloud storage from Amazon. Alexa Actionable Analytics for the Web. Call it the curse of the cult of the founder. Here in the Bay Area, brilliant, brash, cavalier founders upend established industries, gin up hundreds of billions of dollars of investment, and transform the way that people—rich people, at least—interact with the world.

Our Fandom Could Be Your Life: How Fandom Became the Modern Cult

Such founders tend to come with a singularity of vision, a disregard for entrenched business practices, and boundless creativity. They are disruptors, their businesses earthquakes that change how things are done.

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Such disruption, obsession, and creativity often translate into real, outsize returns for investors, studies have found. Companies where the founder sticks around as CEO tend to be more innovative , as measured by patents held, and more valuable.

Softer research by Bain suggests that corporate cultural factors—back to that obsession and creativity and penchant for disruption—explain a lot of the market-beating difference. Or not. Proving the worth of founder-CEOs and measuring whether they are better for their companies is tricky business—dozens of confounding variables and selection biases are at play, as the relevant studies note. Companies led by their founders tend to be young companies. They tend to be technology companies.

Seventh-day Adventist Exposed ( 7 Facts You Don't Know about SDA )

They tend to be venture-backed. All of those things might explain their performance, more so than their management structure. And countervailing research shows that founders tend to make terrible managers, leading to worse business performance. One sweeping study demonstrated that companies led by founder-CEOs have lower management scores than firms with any other kind of leadership structure, such as being run by a private-equity firm, a family, or dispersed shareholders. The founder-CEO argued, convincingly, that WeWork was far more than a re-renter of office space: It was a company that could transform how people live, work, and play, and how urban spaces function.

And yet. WeWork faces a daunting path to profitability, and may be better off without Neumann than with him. But the cult might stick around.


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