Organizational Theory question: How do you avoid, once becoming a larger enterprise, this kind of "mission creep" where too many groups hold sway over the public face and mission of a company?<p>The most common model I've seen thus far is the "single-minded-guy-at-the-top" model: Apple, Zappos (any other good examples come to mind?). A relentless voice to keep reminding people "what is our core business?" and ruthlessly cull everything that isn't core, even if it contributes revenue.<p>I don't usually hear about JetBlue's CEO holding that kind of sway-- they seem to have that culture organically. If I recall, Southwest <i>used</i> to have that kind of CEO, but he's retired, so the question remains of how to maintain that kind of focus.