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Walmart started as one man’s dream 43 years ago, a courageous vision brought to life as we speak, by more than 1 million associates serving over 100 million customers every week. Sam Walton’s goal was simple, and yet when you think about it, radical: He wanted to help the people living in small towns and rural America enjoy a similar quality of life as those who lived in the big cities. While retailers were rushing to the suburbs, Sam Walton built a business serving these overlooked and under-appreciated customers. He knew intuitively this was right for the country, but also that there was a big business opportunity to provide this kind of value and service. Sam Walton’s dream to serve the under-served changed the world. His method was to go where other businesses feared to go. The other retailers of that time were convinced they wouldn’t make money in small town America.

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In other words, we didn’t get where we are today by being like everyone else and driving the middle of the road. We became Walmart by being different, radically different.

Even with this great beginning, we have received our share of criticism over numerous issues, not the least of which is our size. To better understand our critics and Walmart’s impact on the world and society, we spent a year meeting with and listening to customers, associates, citizen groups, government leaders, non-profit and non-government organizations, and other concerned individuals. You might be surprised about what we heard.

Many of these individuals and groups see things differently than we do, but they also have ideas. In fact many of our most vocal critics do not want us to stop doing business, but they feel business needs to change, not just our company, but all companies. We didn’t send a delegation or committee to meet with our critics. I met with them, so did Mike Duke, John Menzer, Doug Degn, John Fleming, Doug McMillon, Claire Watts, Eduardo Castro Wright, Rollin Ford, Tom Schoewe, Susan Chambers, Lawrence Jackson and others. Mostly we listened. And asked questions.

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And listened some more. You know, we are in uncharted territory as a business.

You won’t find any case studies at the Harvard Business School highlighting answers for companies of our size and scope. If we were a country, we would be the 20th largest in the world.

If Walmart were a city, we would be the fifth largest in America. People expect a lot of us, and they have a right to.

Due to our size and scope, we are uniquely positioned to have great success and impact in the world, perhaps like no company before us. After a year of listening, the time has come to speak, to better define who we are in the world, and what leadership means for Walmart in the 21st century. Nothing brought this home more clearly than Hurricane Katrina.

Katrina was a key personal moment for me. When Katrina hit last month, the world saw pictures of great suffering and misery. At Walmart, we didn’t watch it, we experienced it. Some of our stores and clubs were under water. Associates lost their savings, their homes, and in a few cases, their lives. I spent time with a few of them in the Houston Astrodome. I saw the pain, the difficulty, and the tears.