Enron had “integrity” as a core value. FTX had none at all. Both collapsed. Jason Hughey argues the problem isn’t whether companies state their values—it’s whether those values function as actual decision-making frameworks or just motivational posters on the wall.
Values or a company's culture becomes the motivational poster on the wall that you walk by and acknowledge and see the word integrity there, and then you forget about it.
— Jason Hughey
Timestamps
00:48Why most organizations betray trust—two competing management paradigms
04:41FTX, Enron, Theranos: the pattern behind corporate values failures
09:16The fifth dimension of PBM: self-actualization and meaning at work
11:34Design choices that guarantee dysfunction—challenge culture and cult of personality
16:18How high time preference management destroys customer service and employee trust
20:35Information flow in broken organizations—when signals get siloed or shut down
23:49The socialist calculation problem applied to business management
26:01Principles vs. rules: empowering employees to decide
29:08What local knowledge actually requires—integrity, challenge culture, knowledge systems
30:49Virtue vs. values: the ideal you claim vs. the commitment to live it
36:06Building scaffolding so you don't fall when times get tough
39:08Where to start when your team shows cracks—two diagnostic questions
43:24Hiring for virtue when everyone can perform values in an interview
49:41What's been harder than expected implementing PBM at Satoshi Pacioli
52:21What changes if more organizations operated this way—restoring trust
55:41The infinite game: low time preference as competitive advantage
59:13Legitimate organizational authority and equal application of rules
Jason Hughey leads business development at Satoshi Pacioli, a Bitcoin-focused accounting firm founded in 2022, where he's also driving the firm's adoption of Principle Based Management—a framework rooted in Austrian economics that treats organizations like markets rather than command structures. With over ten years in customer experience and team building, including time in the fitness industry, Hughey brings a practitioner's lens to management theory. He co-authored Called to Freedom (2016), exploring the intersection of Christianity and libertarianism.
