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Eric Ries, Lean Startup author10 May 2026

How to build a company that withstands any era

6Frameworks
14Insights

Episode overview

Lenny Rachitsky talks with Eric Ries about why successful companies can lose their missions, quality, and founders even without being defeated by competitors. Ries presents the framework from Incorruptible: pair an internally lived ethos with governance structures that preserve integrity against financial pressure. Using cases including Novo Nordisk, Cloudflare, Costco, Vectura, and Anthropic, he argues that durable mission protection can strengthen trust, longevity, and value creation rather than constrain growth.

Key ideas

  • A company’s success can become a liability when financial pressure incentivizes leaders to extract value, cut quality, or remove mission-driven founders.
  • Ries’s core formula is “ethos plus integrity”: align daily decisions around a clear purpose, then protect that purpose through durable governance.
  • “Harder is easier” means accepting near-term costs for quality, safety, ethics, or design can build trust and produce long-term strategic benefits.
  • Founders should define whom the company must not betray, then audit incentives, metrics, bonuses, and operating systems for ways people could profit from violating that commitment.
  • A public benefit corporation can put a beneficial purpose into the charter and help defend decisions that prioritize that purpose over maximum shareholder returns.
  • Mission guardians—such as founders, trusts, foundations, employees, or protected board representatives—can resist internal temptation, board-level betrayal, and outside pressure.
  • Anthropic paired its safety ethos with structural protections, including public-benefit status and a Long-Term Benefit Trust that appoints directors without equity incentives.
  • The most consequential decisions happen when leaders are absent, so a shared purpose must become the organization’s “invisible leader.”

Transcript available · source text is retained privately and is not published

Frameworks in this episode

People & resources mentioned

Attributed to the moment in the episode. Timestamps are approximate.

People · 19

  • Eric RiesMentionsCreator of the Lean Startup methodology; founder and executive chairman of the Long-Term Stock Exchange; former founder and CTO.

    Today my guest is Eric Reese, author of the most influential and impactful book in startup history, the lean startup.

  • August KroghMentionsNobel Prize-winning Danish scientist who helped commercialize insulin in Denmark.

    her husband August who had just won the Nobel Prize who's a very famous scientist.

  • Lenny RachitskyMentionstoday we've got another very special compilation episode something I've been pulling on more and more with the podcast and the newsletter

    Lenny, I want you to imagine this scenario with me, okay?

  • Martin ShkreliMentionsmentioned

    So decades before Martin Skrey actually did this as a business strategy, the crows and the Canadian scientists, they were worried

  • Matthew PrinceMentionsCloudflare co-founder discussed as an example of principle-led leadership.

    I like Cloudflare because Matthew Prince and his co-founders

  • W. Edwards DemingMentionsManagement thinker cited for teaching that quality must be built into an organization.

    You got to build quality in from the inside. Deming taught this in the 40s

  • Andrew MasonMentionsAndrew Mason of Groupon fame had famously said, these phones, these devices should have two buttons, I'm bored and I'm hungry.

    Andrew Mason, the founder of Groupon, once told me this story.

  • Yvon ChouinardMentionsLet My People Go Surfing by Yvon Chouinard, the Patagonia founder

    If you know stories about Ivon Shannard, the founder of Patagonia today, he's more famous for his environmental activism

  • Steve JobsMentionsSteve Jobs is just uh the bar he held for the company and for technical talent and for excellence was not uh wavering.

    think about how Steve Jobs was like he was this is a guy who would fight with people over the layout

  • Sol PriceMentionsBusiness leader cited for prioritizing customers, then employees, then shareholders.

    as Saul Price did, customers first, employees second, shareholders last.

  • Adam SmithMentionsHistorical economist invoked in the discussion of corporations having beneficial purposes.

    Like Adam Smith thought it was obvious.

  • Clayton ChristensenMentionsManagement thinker admired by Eric Ries whose endorsement of Ries's work was personally important to him.

    The late great Clay Christensen once said that it's easier to do the right thing 100% of the time than 98%

  • Howard SchultzMentionsBusiness leader described as having built Starbucks.

    he learned it from Howard Schultz, who built Starbucks.

  • Todd ParkMentionsFounder associated with Devoted Health and the “culture bank” rule.

    one of my favorite founders, Todd Park. He created Devoted Health

  • Dario AmodeiMentionsI was sitting next to Dario yesterday and he's like I keep making these predictions and people keep laughing at me

    Dario was a first-time founder. I was there, okay?

  • Daniela AmodeiMentionsDanielle who's one of the the co-founders and the president at Enthropic.

    All the credit to Daario and Daniellea and the whole team.

  • Frederick Winslow TaylorMentionsPioneering management theorist and author of The Principles of Scientific Management.

    Most people have heard of someone named Frederick Winsow Taylor.

  • Mary Parker FollettMentionsEarly management theorist associated with “power with,” the law of the situation, and the invisible leader.

    one of her most important concepts is what she called the invisible leader.

  • Peter DruckerMentionsManagement thinker cited for prioritizing employees and for calling Mary Parker Follett the prophet of management.

    the great Peter Ducker called her the prophet of management.

Resources · 48

  • OpenAIMentionscompany

    I want to hear the OpenAI versus anthropic story.

  • Lenny's NewsletterMentionsnewsletter · Lenny Rachitsky

    available exclusively to Lenny's newsletter subscribers.

  • Claude CodeMentionssoftware · Anthropic

    I just had the head of product of cloud code in the podcast.

  • QuibiMentionscompany · Jeffrey Katzenberg and Meg Whitman

    I remember when people wrote that about Quibby they're like Quibby proves that you don't need lean startup.

  • WorkOSRecommendscompany · WorkOS, Inc.

    Go to works.com to make your app enterprise ready.

  • StripeMentionscompany · Patrick Collison and John Collison

    It's essentially Stripe for enterprise features.

  • Vital FarmsMentionscompany

    I think about vital eggs as a great example of this.

  • BlackRockMentionscompany

    and then they're owned by Black Rockck now, it turns out.

  • Harvard Law SchoolMentionsother

    According to Harvard Law School, among venturebacked companies that have the standard best practices set up that you got from your lawyer

  • Long-Term Stock ExchangeCoinedcompany · Eric Ries

    You know, I build a long-term stock exchange.

  • CloudflareMentionscompany

    Cloudflare does many of the things that we talking They're one of the examples in the book

  • CostcoMentionscompany

    People used to tell me Costco was an example that wasn't protected.

  • Whole Foods MarketMentionscompany

    if you don't know the story of Whole Foods and what happened to it

  • Nordisk Insulin LaboratoriumCoinedcompany · August Krogh and Marie Krogh

    they went back to Denmark to create this company, which they called the Nordisk Insulin Laboratorium

  • Novo NordiskMentionscompany

    This is the predecessor company to what we today call Nova Nordisk, one of the largest companies in the world.

  • ZeissMentionscompany

    The German optics company, Zeiss, who make the the lenses in my glasses and yours, too, they had this structure in 1885.

  • Philip MorrisMentionscompany

    I was raised that Philip Morris is the most evil company in the world

  • London Stock ExchangeMentionscompany

    They raised money. They went public on the London Stock Exchange.

  • VecturaMentionscompany

    Vector was a UK company, a spinout from the University of Bath.

  • University of BathMentionsother

    Vector was a UK company, a spinout from the University of Bath.

  • ClaudeUsessoftware · Anthropic

    when I was researching the book, I was like, I wonder I actually asked Claude

  • British Thoracic SocietyMentionsother

    The British Thoracic Society begged them to say no.

  • GrouponMentionscompany · Andrew Mason

    Andrew Mason, the founder of Groupon, once told me this story.

  • PatagoniaMentionscompany · Yvon Chouinard

    the founder of Patagonia today, he's more famous for his environmental activism, but he was a quality zealot.

  • Hellmann'sMentionsproduct · Unilever

    humble though it is, Helman's mayonnaise is food. Its purpose is super clear.

  • UnileverMentionscompany

    Unilver, the big food giant, we went through a phase a couple years ago where they were going to infuse purpose

  • Johnson & JohnsonMentionscompany

    the product managers at Johnson and Johnson put asbestos in the baby powder and covered it up

  • Devoted HealthMentionscompany · Todd Park

    I tell in the story in the book the story of devoted health.

  • GoogleMentionscompany · Google

    Google used to have this don't be evil ethos and it kind of got lost.

  • Silicon ValleyMentionsplace · Mike Judge, John Altschuler, and Dave Krinsky

    the HBO show Silicon Valley makes a joke about it

  • StarbucksMentionscompany

    he learned it from Howard Schultz, who built Starbucks.

  • H-E-BMentionscompany

    this grocery store in Texas called HB where there was a the power went out there was an ice storm

  • ChatGPTMentionssoftware · OpenAI

    the boom, hadn't happened yet. Chad GPT hadn't been invented yet.

  • Long-Term Benefit TrustMentionsother · Anthropic

    they didn't actually implement what's called now the long-term benefit trust until their series C.

  • AnthropicMentionscompany

    Anthropic has directors on its for-profit board who are appointed by and are accountable to an outside group of trustees

  • The VaticanMentionsplace

    I was literally at the Vatican of all places.

  • John Lewis PartnershipMentionscompany

    the John Lewis partnership in the UK is a famous example.

  • Mondragon CorporationMentionscompany

    Mandreon for example in Spain has like 80,000 employees. It's a huge company, but they're all employee cooperatives.

  • AlibabaMentionscompany

    That's how Alibaba is protected where the employees vote for the board members rather than the reverse.

  • Novo Nordisk FoundationMentionsother

    the Nova Nordisk Foundation is the largest charitable foundation in the world

  • Berkshire HathawayMentionscompany

    The holding company like the Bergkshire Hathaway, but rather than having everything be wholly owned.

  • VirgilRecommendscompany

    there's a law firm called Virgil. They'll be happy to help you and they don't charge you by the hour.

  • FriendsMentionstv show

    that famous clip that I don't know if you know the meme of friends where they're trying to get the couch

  • The Principles of Scientific ManagementCoinedbook · Frederick Winslow Taylor

    he wrote the principles of scientific management in 1911.

  • incorruptible.coRecommendswebsite · Eric Ries

    we do have a website, incorruptible.co. Please join the mailing list.

  • Incorruptible: Why Good Companies Go Bad and How Great Companies Stay GreatRecommendsbook · Eric Ries

    If any of this is at all interesting to you, if you want to explore this, if you want to implement it, buy Eric's book

  • Apple PodcastsRecommendssoftware · Apple Inc.

    you can subscribe to the show on Apple Podcasts, Spotify, or your favorite podcast app.

  • SpotifyRecommendssoftware · Spotify

    you can subscribe to the show on Apple Podcasts, Spotify, or your favorite podcast app.

Spot an error or want something removed? Request a correction or removal.

Insights & moments

The myth-busts, hot takes, explainers, and tools worth keeping.

Myth Buster· 2

Myth Buster12:00

Only 20% of Founders Are Still CEO 3 Years After IPO

Ries cites Harvard Law School data that among venture-backed companies with standard 'best practices' governance, only 20% of founders are still CEO three years after going public. He tells the story of a hot pre-IPO company whose advisors talked the founder out of adding protections — he was ousted five months after a successful IPO when the category cratered.

  • Only 20% of founders remain CEO three years after going public under standard governance
  • Every founder is told by lawyers, bankers and VCs that they are the exception
  • A founder was ousted just five months after a successful IPO when a competitor's acquisition spooked the market
  • The same investors who called the business fatally flawed had funded it five months earlier

only 20% of founders are still the CEO 3 years after going public.

Eric Ries · 12:30

But had he really earned so little grace that he only got five months?

Eric Ries · 14:00
#governance#founder-ousting#ipo#statistics
Myth Buster57:30

Shareholder Primacy Is a New Idea, Not a Law of Nature

Ries argues shareholder primacy — the belief a corporation exists only to maximize shareholder returns — is roughly 40 years old, not the natural order of capitalism. For centuries corporations had to declare a specific 'beneficial purpose,' and in the 19th century changing a company's purpose to pure profit-maximizing could have voided its charter as a crime.

  • Joint-stock corporations existed for hundreds of years; shareholder primacy is only the last ~40
  • Historically companies had to declare a publicly beneficial purpose to a legislature
  • In the 19th century boards were authorized to fight hostile buyers to the death
  • Converting a company's purpose to 'maximize shareholder value' could have earned the corporate death penalty

For the vast majority of the time, for hundreds of years, we have had joint stock corporations. Only the last 40 have we had this…

Eric Ries · 58:00

You would earn the corporate death penalty for having exceeded the authority of your corporation.

Eric Ries · 59:30
#shareholder-primacy#corporate-history#governance#capitalism

Hot Take· 1

Hot Take07:30

You Can Taste When Private Equity Buys a Company

Eric Ries describes recognizing at a restaurant that it had been taken over by private equity purely from the drop in food quality. He uses it to introduce his core concept of 'financial gravity' — the way a beloved brand's own success becomes the thing that gets it butchered for margin, citing the Vital Farms/BlackRock backlash as another example.

  • A brand's success becomes a liability: the more valuable it is, the greater the temptation to strip it for profit
  • Ownership-structure changes show up as degraded product quality customers can literally taste
  • The pattern is so common people can instantly name a dozen ruined restaurants or brands
  • What destroys these companies is usually not competition but their own extraction

I could tell that this restaurant got taken over by private equity. I could taste it.

Eric Ries · 07:30

their very success became a liability because the more golden the goose, the greater the temptation to butcher.

Eric Ries · 08:00
#private-equity#financial-gravity#brand-quality#corruption

Explainer· 2

Explainer52:00

Don't Be Evil vs. The Quarterly Report

Ries asks a former Googler for the probability Google files its next quarterly report on time (100%) versus the probability it might accidentally kill someone and cover it up (he couldn't rule it out). The point: quarterly reporting is guaranteed because there's a massive expensive apparatus behind it, while 'don't be evil' was only a slogan. A real commitment requires machinery, not intentions.

  • Quarterly reports happen every time because a huge, expensive apparatus enforces them
  • 'Don't be evil' faded from the website, then the handbook, then vanished; Google settled two lawsuits over it
  • Good intentions without enforcement machinery are just lies you tell yourself
  • To trust a stated value, ask to see the apparatus and commitments that make it happen every time

Google will report its quarterly report on time because there is a massive, unbelievably expensive apparatus to make sure it happens every time.

Eric Ries · 54:00

And don't be evil was just a slogan.

Eric Ries · 54:00
#google#accountability#values#enforcement
Explainer1:31:00

Why More Ants Solve a Puzzle Faster But More Humans Don't

Ries frames organizations as emergent super-organisms — the oldest form of artificial intelligence — running on the same principle as transformer architectures. He cites the 'piano movers puzzle': adding ants makes a colony solve it faster, but adding humans makes it slower unless they're carefully aligned. The lesson for organizational design is that scale without alignment degrades intelligence.

  • Organizations are emergent intelligences, the oldest form of artificial intelligence on the planet
  • The org chart shows up in the software architecture (Conway's law) because values flow parent to child
  • In the ant-colony puzzle, more ants means a faster solution
  • More humans makes it worse unless they are very carefully aligned

corporations, organizations are the oldest form of artificial intelligence on the planet.

Eric Ries · 1:31:00

The more ants you put in the puzzle, the faster the solution. But the more humans you add, the worse.

Eric Ries · 1:33:00
#emergent-intelligence#organizational-design#alignment#conways-law

Story· 5

Story20:30

How a 1920s Insulin Startup Became a $500B Fortress

Ries tells how Marie and August Krogh, worried a life-saving insulin monopoly would be tempted to gouge patients, incorporated their company under a nonprofit 'industrial foundation' in 1920s Denmark. That company became Nova Nordisk, and its structure endured for a century — the foundation's trustees once intervened to block a sellout, creating over $500 billion in value.

  • Marie Krogh, herself dying of diabetes, and her Nobel-laureate husband commercialized insulin
  • They used a two-tier 'industrial foundation' so a nonprofit owns and governs the for-profit
  • The structure protected the company's scientific ethos for over 100 years
  • Trustees once intervened to stop a sellout, creating more than $500 billion in shareholder value
  • Foundation-structured firms like Novo and Zeiss are six times more likely to reach year 50

Their intervention ultimately created more than $500 billion dollar of shareholder value.

Eric Ries · 24:30

companies with that structure like Novo and Zeiss, they are six times more likely to live to year 50 compared to their conventional counterparts.

Eric Ries · 25:30
#nova-nordisk#industrial-foundation#governance#insulin
Story27:00

The Vectura Story: Forced to Sell an Inhaler Company to Big Tobacco

Ries runs a thought experiment — would you sell your company to the 'most evil' firm you can name? — then reveals your own charter obligates you to say yes to the highest bid. He proves it with Vectura, a UK inhaler-medicine company whose board felt legally bound to accept Philip Morris's bid over lower alternatives. Philip Morris then wrote the company down and broke it up.

  • Standard charters create a fiduciary duty to accept the highest bid, even from a company that harms your customers
  • Vectura's board had a Philip Morris bid at 165p, a PE bid at 155p, or staying independent
  • The British Thoracic Society and public begged the board to refuse; it accepted anyway
  • Philip Morris paid £1.1 billion, took a $900 million write-down within three years, and disposed of the company for parts

Our hands are tied. We have a fiduciary duty to accept the highest bid.

Eric Ries · 31:30

Philip Morris spent 1.1 billion pounds to buy Vectura.

Eric Ries · 32:00
#vectura#philip-morris#fiduciary-duty#acquisitions
Story38:30

Why Cloudflare Gave Its Most Profitable Product Away Free

A junior engineer challenged CEO Matthew Prince: if the mission is 'a better internet,' why sell SSL encryption instead of giving it away? Prince said 'Let's figure it out' rather than defending the margin. The team hand-rolled software in assembly and cut costs to make free encryption sustainable, even after conversion rates dropped — and the trust it earned helped build a $70 billion company.

  • SSL encryption was Cloudflare's top driver of free-to-paid upgrades
  • Prince responded 'let's figure it out' instead of shutting the idea down
  • The team drove costs down with custom assembly-language software and certificate-authority deals
  • Premium conversion dropped but they kept the free offering on principle
  • Top-of-funnel grew by an order of magnitude and trust helped build a $70B company

Let's figure it out. Figure it out.

Eric Ries · 40:30

The trust that they gained is the reason why they're a 70 billion dollar company today.

Eric Ries · 42:00
#cloudflare#harder-is-easier#encryption#trust
Story42:30

How 'One More Email' Killed Groupon's Magic

Groupon's whole identity was one deal email a day. Ries recounts founder Andrew Mason being ground down by employees using lean-startup language ('let's run an experiment') to justify sending two emails, then three, then eight. Each experiment made more money short-term and eroded the thing that made the company special. Ries says he's heard the identical email-frequency story from many CEOs.

  • Groupon went public on the strength of one deal email per day
  • Employees used data and 'experiment' framing to push email frequency up
  • Two emails made more money, so the founder couldn't say no — it escalated to eight
  • Email frequency is a recurring tip-of-the-spear where leaders can't defend the right call

So we do the wrong thing that destroyed the whole company. But in the short term we made a bunch of money.

Eric Ries · 43:30
#groupon#short-termism#metrics#culture
Story1:12:30

Inside Anthropic's Mission-Locked Governance

Ries recounts his small role advising Anthropic's founders, first-time founder Dario Amodei among them, before the generative-AI boom. They wrote mission-protective rights into their charter from inception and later implemented the long-term benefit trust. The result: for-profit board directors appointed by outside AI-safety trustees with no equity, giving Anthropic real power to turn down money and risky releases.

  • Anthropic began as a PBC and wrote reform rights into its charter from day one
  • The long-term benefit trust wasn't implemented until the Series C but was intended from inception
  • Outside trustees are AI-safety experts with no equity, so they favor doing it properly over growth
  • Ries argues this mission-guardian structure is better than founder control or dual-class shares

Anthropic has directors on its for-profit board who are appointed by and are accountable to an outside group of trustees who are AI safety experts…

Eric Ries · 1:14:30

whenever you see Anthropic do the right thing, like when they refuse to release a model because they think it's too dangerous, think about how…

Eric Ries · 1:15:00
#anthropic#long-term-benefit-trust#ai-safety#mission-guardian

Tool· 1

Tool1:00:00

The Public Benefit Corporation: The No-Downside Filing

Ries calls becoming a Public Benefit Corporation the single easiest, no-trade-off move a founder can make — a two-page Delaware filing that lets you state a purpose beyond 'any lawful act.' It's the structure the major AI labs, most famously Anthropic, use. It doesn't make you the good guys, but it lets you rebut a lawsuit claiming you breached fiduciary duty by pursuing your mission.

  • A PBC is a two-page legal filing your lawyers can submit in Delaware quickly
  • It replaces 'any lawful act' with a specific stated company purpose
  • All the major AI labs, including Anthropic, are incorporated as PBCs
  • It's a defense if you're sued for breaching fiduciary duty to investors
  • Ries says it's the one technique with truly no trade-offs

It is a two-page legal filing that you just sub your lawyers can submit it for you in Delaware tomorrow.

Eric Ries · 1:00:30

No, this is the one thing that has no tra tr truly no trade-offs at all.

Eric Ries · 1:04:00
#public-benefit-corp#delaware#anthropic#incorporation

Takeaway· 3

Takeaway16:00

It Is Always Too Early Until It's Too Late

The most important question about protecting a company isn't which protections you need but when to enact them. Ries walks through how, at every stage from incorporation to IPO, advisors tell founders it's 'too early' for mission-protective provisions — right up until the moment it's 'too late.' Success doesn't protect you; it makes you a target.

  • At incorporation, lawyers say get product-market fit first
  • VCs, growth VCs, and IPO bankers each say wait until later
  • By IPO road-show time it's suddenly too late to add protections
  • Success is what makes you a target, so it will not protect you

It is always too early until it's too late.

Eric Ries · 16:00

Success will not protect you because success is what makes you a target.

Eric Ries · 18:30
#timing#governance#mission-protection#founders
Takeaway1:10:00

The Culture Bank: Only Make Deposits, Never Withdrawals

Ries shares the 'Todd Park rule' (learned from Howard Schultz): treat trustworthiness as an asset where doing the costly right thing is a deposit and acting greedily is a withdrawal. The rule is simply to only make deposits and never intentionally make withdrawals. He illustrates with an H-E-B manager who let customers take groceries free during an ice-storm outage.

  • Trustworthiness is an asset that specific actions build or drain
  • A deposit is a costly action in defense of your values; a withdrawal is a greedy self-interested one
  • The rule: only make deposits, never intentionally make withdrawals
  • Clay Christensen: it's easier to do the right thing 100% of the time than 98%

it's easier to do the right thing 100% of the time than 98% of the time.

Eric Ries · 1:10:00

only make deposits. Never make withdrawals.

Eric Ries · 1:11:30
#culture-bank#trust#values#todd-park
Takeaway1:34:00

The Invisible Leader: Common Purpose Runs the Company When You're Not There

Ries closes on Mary Parker Follett, a 1920s management theorist erased from history and later called 'the prophet of management.' Her concept of the 'invisible leader' holds that the real leader of an organization is its common purpose, not the person whose name is on the door. The most consequential decisions are made when no manager is present, so cultivating shared purpose is the only real control you have.

  • Mary Parker Follett wrote about 'power with, not power over' in 1920, far ahead of her time
  • She argued a factory's true leader is its common purpose, not its owner
  • The most consequential decisions happen when no manager is in the room
  • Without a cultivated common purpose, your stated vision and promises are worthless

we need to focus on power with not power over.

Eric Ries · 1:34:30

the most consequential decisions that will affect any organization's life are almost by definition made when no manager is present.

Eric Ries · 1:36:30
#mary-parker-follett#invisible-leader#common-purpose#leadership