We have a mission statement here at Graphient. It took us a fair amount of time and a lot of re-writes to work it out properly. One reason it took so long was some confusion on my part about what a mission statement really is. It seemed pretty obvious to me that our mission as hardheaded businessmen was to make huge amounts of money. Or, put another way, to become profitable in a timely manner and maximize shareholder value. Turns out those aren’t missions, and they cannot be used to accurately measure the success of the enterprise or to motivate those involved.

We finally worked it out as “Graphient’s mission is to provide everyone in the world with platforms for the organization and visualization of information that are simple enough for any home user, but powerful enough for research, science, and business.”

There’s nothing in there about profitability, and were we a Silicon Valley company we might be content to end this conversation here and go play frisbee with our dog or something. Fortunately we live in New York, and if living here has taught us anything, it is that if you don’t make enough money for rent and food, you have to move back to whatever provincial backwater you came from.

That’s a round about way of saying that one of the tests for whether or not you are a company or just a bunch of guys sitting in room together engaged in company-like behavior is profitability. Profit is the test that must be met. It is what validates the mission, and without it you don’t have an enterprise, you have a meme.