Caterina Fake has a great post on the role of Abraham in a company.
I call the founder, founders or founding team of a company â€œThe Abrahamâ€. The Abraham influences all that follows, sets the vision and direction for the company, and the Abrahamâ€™s mores, habits, preferences, flaws and prejudices are often built, consciously or unconsciously, into the fabric of the company. This influences the products and services, first and foremost. But the Abraham also influences everything from company HR policies, the kinds of employees that work there, its investors, its customer service and even its logo and office decor. You can often tell what the founder cared about, and didnâ€™t care about. You go to Google and itâ€™s like a playground for adultsâ€“ curious, smart adults â€” massive dinosaur in the courtyard, lego tables, beanbag chairs, primary colors â€” and then you read interviews with Larry and Sergey where they credit their success to having attended Montessori schools, and you see where it came from.
Often the Abraham is CEO, but doesnâ€™t stay CEO. Googleâ€™s Abrahams are Larry and Sergey, and they had a strong influence on the company even during the 10 years that Eric Schmidt was CEO. Oracle is very Larry Ellison. Martha Stewart is very Martha Stewart. Zynga is very Mark Pincus. Groupon is very Andrew Mason. And isnâ€™t Apple so very much Steve Jobs, so much so that when he left, and his successors tried to kill the Abraham, the company nearly died? Itâ€™s hard to kill the Abraham. Not only that, if you succeed, it may not be possible for the new leader to assume the mantle. Best for the Abraham to stick around, and work closely with the new leaders to make sure the spirit of the company survives. This has been, in my experience and observation, the best method for retaining the magical juju. This is why the role of incoming, non-native CEO at a startup is a notoriously difficult job. They donâ€™t fit in with the company culture. Most of them donâ€™t last a year.