A company may be looked as a combination of 3 things:
- The people who work at the company.
- The process the company uses to get work done.
- The purpose for which the company exists.
Purpose is why you're here.
- Have you explicitly articulated your purpose? Where? Can you frame up your purpose as a set of principles (see Charlie Kindel's 5 Ps)?
- How do you know when you're meeting your purpose? When you aren't meeting your purpose?
- What processes are in place to course-correct when you aren't meeting your priciples and purpose?
Processes what make things happen.
- What are your processes?
- Have you created tools that will repeatably generate your processes?
- What are the unfair advantages of your processes?
- What are the disadvantages? (Can't say "none".)
- How do you tell if processes have fallen into ?
- Where do you deliberately break with process?
When a company is acquired:
- Which of the 3 Ps are acquired? Which cannot be acquired?
- Which of these do you want? Which don’t you want?
- Which of these will be jeopardized by the acquisition? How can you protect these vulnerable assets?
3 Ps are also sometimes called "Resources, Processes, Values" (RPV). Same idea, different name.
See also Schein's model of organizational culture.