Less vs. more, give vs. take
You could build a company dedicated to paying your employees ever more. Or you could build a company based on the strategy of paying them ever less.
You could create a business based on the idea of charging your customers the lowest possible prices, or you could set out to figure out how to charge them as much as possible.
Your organization could depend on ever increasing the amount of choice and privacy you give your users–or you could work daily to reduce them.
You could protect your users from interruption or you could decide to profit from interruption.
You could fight daily to tell those that are listening the truth, or you could fight daily to spin your story to have it seen as the truth.
It's tempting to view each of these extremes as merely an alternative to compromise, but compromise isn't a goal, it's a temporary tactic. Where are you headed?
We move the center when we become extremists in our goals.
Every day, we push against the status quo and make difficult choices. Every day, we seek to increase one metric at the expense of the other. The architecture of the successful organization depends on choosing and embracing these extremes.