Different take on this: being perceived as "the cultural leader" is actually detrimental to a company. Let's take Google as an example, although any large comp

Different take on this: being perceived as "the cultural leader" is actually detrimental to a company. Let's take Google as an example, although any large company with a strong reputation would do. Take technical or cultural or managerial attribute Q (say, which programming language to privilege). Ask "what is the best Q option for Google?" Most people will admit that they don't know. There are lot of variables. Ask "what is the best Q option for the cultural leader? Suddenly you get a bunch of bikeshedding product executives trying to throw their weight around. Now that it's not "Google" being discussed but "the cultural leader" hanging in the balance, peoples' opinions get much more entangled and politicized (if less relevant to the specific needs of the company, Google). The concept of "the cultural leader" in technology is flawed and dangerous and it attracts people for the wrong reasons. You should hire the people who want to make a cultural leader by doing great work and, um, leading... not people who want to hold high positions at an organization already recognized for leadership.