I wish I had read that blog post because that is one of the chapters in the new book. I actually think that the phrase "mission-driven" for most companies is a total lie. They are at best "mission-hopeful". In fact, I tried to create a new term for the work that is required: the management system, leadership techniques, and structural elements that are required to 100% align the business model with the mission. I call it "mission drive," as if it was an engine you could install and maintain.
I like the mix of management/leadership/structure. I do think leadership is an important aspect, and leaders who are uncompromising can have a big impact.
It's funny we both land on Google as a main example. I had this quote "I’m going to pick on Google a little bit here, but I do love that company. I think there’s a lot it can improve on, but it’s still one of my favorite and least “evil” large tech companies.", and honestly and sadly, I don't even know if I'd agree with the latter part of that statement anymore.
Maybe "mission-chauffeured." Revenue/business model is in the driver's seat and the mission just comes along for the ride and adapts to wherever the car is going.
An entrepreneur I used to admire a great deal was once described to me this way: "So and so doesn't do what's right. He makes whatever he does right." Ever since I heard that phrase, I haven't been able to unsee it in so many founders who I think sincerely want to do the right thing, but their ego gets in the way.