Airbnb CEO Brian Chesky has one question he likes to ask every entrepreneur: ‘Why does your company deserve to exist?’ | Fortune

TITLE: Beyond Profit: The Existential Question Every Tech Founder Must Answer

The Core Question That Defines Successful Companies

In an era where technology startups emerge and disappear with startling frequency, Airbnb CEO Brian Chesky poses a fundamental question that separates transient ventures from enduring enterprises: “Why does your company deserve to exist?” This deceptively simple inquiry cuts through the noise of market trends and investor hype to reach the heart of sustainable business creation.

Chesky, who transformed Airbnb from an air mattress rental concept into a $79 billion global hospitality platform, revealed his signature question during the Masters of Scale Summit. He emphasized that the most compelling response he’s encountered is: “Because if I don’t do it, no one else will.” This perspective shifts the focus from mere market opportunity to unique contribution and purpose-driven innovation.

The Danger of Trend-Chasing in Technology

Many aspiring technology founders fall into the trap of pursuing the latest industry wave without establishing their distinctive value proposition. Chesky warns that without a clear answer to why their company deserves to exist, entrepreneurs risk getting lost in crowded markets filled with passionate, innovative competitors. “I think business leaders should focus on a unique contribution they can make,” he advises, suggesting founders regularly ask themselves: “If you never existed, what would be different about the world?”

This existential approach to business strategy becomes particularly relevant in industrial computing and technology sectors, where differentiation often determines survival. Companies that understand their unique imprint can navigate market fluctuations with greater resilience and purpose.

Wisdom from Tech Titans: Timing and Preparation Matter

Amazon founder Jeff Bezos offers complementary advice that challenges the “dropout founder” mythology. The $2 trillion e-commerce pioneer suggests that experience and preparation often outweigh youthful ambition. “I started Amazon when I was 30, not when I was 20,” Bezos notes, “and I think that that extra 10 years of experience actually improved the odds that Amazon would succeed.”, according to recent studies

This perspective is especially valuable in complex technology sectors like industrial computing, where domain expertise and industry knowledge can mean the difference between breakthrough innovation and costly missteps.

The Value of Organizational Apprenticeship

Former Starbucks CEO Howard Schultz reinforces the importance of learning within established organizations before launching independent ventures. He suggests that working within a company provides invaluable insight into organizational dynamics that can’t be gained through theoretical study alone. “At 22, you would benefit from working for a company that can teach you and demonstrate to you how an organization works,” Schultz advises, provided the company’s values align with the individual’s principles.

For technology professionals eyeing entrepreneurship, this approach offers the dual benefit of industry exposure and professional development that can later inform their own leadership style and company culture.

Balancing Purpose with Speed in Competitive Markets

Perplexity CEO Aravind Srinivas brings a crucial dimension to the conversation: the intersection of purpose and velocity. In the rapidly evolving AI and computing sectors, even the most purpose-driven companies must move quickly to maintain competitive advantage. “You should assume that if you have a big hit… you should always assume that a model company will copy it,” Srinivas cautioned during Y Combinator’s AI Startup School.

This reality creates a challenging balance for founders—maintaining deep connection to their company’s purpose while operating at the speed required to stay ahead of competitors. The most successful technology leaders learn to embrace this tension as a driving force rather than a distraction.

Applying These Principles to Industrial Computing

For professionals in the industrial computing sector, these insights from technology leaders translate into actionable guidance:

• Define your unique value proposition beyond technical specifications—what problem are you uniquely positioned to solve?
• Gain industry experience before launching ventures to understand customer pain points and operational challenges
• Balance technical innovation with market timing to ensure your solutions reach users when they’re most needed
• Build companies around enduring purposes rather than transient technological trends

The convergence of these principles creates a powerful framework for building technology companies that not only survive market fluctuations but meaningfully contribute to their industries. In the competitive landscape of industrial computing, where solutions often require significant investment and long development cycles, this purpose-driven approach becomes particularly critical., as previous analysis

As Chesky’s central question suggests, the most enduring companies in technology aren’t just those with the best products or largest funding rounds—they’re the organizations that can clearly articulate why the world would be diminished without their presence. This foundational clarity guides decision-making, attracts aligned talent, and creates the resilience needed to navigate the inevitable challenges of building meaningful technology businesses.

References & Further Reading

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• https://www.youtube.com/watch?v=jo4Ze2c_hAY

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