This document discusses the importance of corporate purpose and how companies are reexamining and defining their purpose. It provides perspectives from speakers at an event on corporate purpose. Some key points:
- Corporate purpose can guide a company's actions, culture, and impact. Successful companies like Disney were built around a strong sense of purpose.
- Modern companies are recognizing the importance of purpose in engaging employees and contributing to social good. However, purpose must be embedded throughout the organization, not just with leadership.
- Defining and living your purpose can help a company compete for talent, rebuild trust after crises, and achieve long-term sustainable success for all stakeholders. Leading through purpose-driven change allows companies to manage
Most inspiring business leaders making difference 2020CIO Look Magazine
Most Inspiring Business Leaders Making a Difference, 2020’, CIO Look tries to portray some of best business leaders in order create a glimpse of inspiration
Who wants to make or receive the dreaded "Crisis Call"? Prevent that when you address - What Million Dollar Blind Spot Should You Uncover: before it finds you? Assure Million Dollar Profits!
> Tired of feeling like your organization is (1) a best kept secret, (2) stuck, or (3) coasting on past success? Well worth coffee or at least a 15 minute phone call.
> What finance, systems, or strategy do you need a 2nd opinion on to operate and execute better to attain your dreams?
> Why not create a unique triple win situation? Your client is better off, you are better off and I am better off.
Clients say Gary specializes in helping leaders increase revenue profitably with less stress by uncovering million dollar blind spots in time to avoid costly mistakes and make the best business decisions, carrying out rigorous due diligence and enterprise risk management reviews, and partnering with them on critical fiscal and financial projects.
Profile Including How Different From Other Consultants.
(a) Successful track record includes Big 4 CPA Audit Manager / Stanford MBA Operations, Finance and Marketing. (b) Worked in all major technology sectors and manufacturing, service, and distribution – helping over 200 companies. (c) Geographic background also includes Southwest, Southeast, West Coast and England. (d) Although usually have been the CFO, I have held all functional titles, including CEO, COO, CTO, CCO, Head of Sales and Partner. (e) Improve mergers, divestiture, banking relationships and capital structure.
Find out how I can make a huge difference for you in just one 30 minute complementary strategy session - SCHEDULE it today - and let's begin OUR success together.
> Direct contact at Gary Patterson,
> 678.319.4739
> Gary at fiscaldoctor.com
> http://www.Fiscaldoctor.com
Most inspiring business leaders making difference, 2020 Merry D'souza
Most Inspiring Business Leaders Making a Difference, 2020’, CIO Look tries to portray some of the
best business leaders out there in order to create a glimpse of inspiration for others to follow and march on their trail or create a new one
Here is the cover of the this special edition, which features an
extraordinary company—ARIIX., ARIIX was created by seven founders who saw an opportunity to create an environment where people could win
This is our services overview for 2018, inclusive of Corporate Social Responsibility strategies, non-profit workshops, next generation counselling and more.
In this 9-15-2009 presentation to the Utah state convention of the Society of Human Resource Management, Paul Jones of Alden Keene & Associates describes how corporate citizenship efforts can help human resources (HR) build a better workforce.
Corporate social responsibility of Manpower GroupDominique Gross
We power the world of work.
When our deep understanding of human potential is connected to the ambition of business, a dynamic power is created.
Power that drives organizations forward.
Power that accelerates personal success.
Power that builds more sustainable communities.
We generate this kind of power by connecting the visions of
clients, the motivations of people, and what’s now and what’s
next in the world of work.
We combine local expertise with a global reach to give
organizations around the world access to and the ability to
capitalize on unseen opportunities.
As trusted advisors we nurture partnerships with everyone
we work with, because their success leads to our success.
Because of this, we create high-impact solutions to enhance
the competitiveness of the organizations and the individuals
we serve, so that they achieve more than they imagined.
And by creating these powerful connections, we help power
the world of work.
Most inspiring business leaders making difference 2020CIO Look Magazine
Most Inspiring Business Leaders Making a Difference, 2020’, CIO Look tries to portray some of best business leaders in order create a glimpse of inspiration
Who wants to make or receive the dreaded "Crisis Call"? Prevent that when you address - What Million Dollar Blind Spot Should You Uncover: before it finds you? Assure Million Dollar Profits!
> Tired of feeling like your organization is (1) a best kept secret, (2) stuck, or (3) coasting on past success? Well worth coffee or at least a 15 minute phone call.
> What finance, systems, or strategy do you need a 2nd opinion on to operate and execute better to attain your dreams?
> Why not create a unique triple win situation? Your client is better off, you are better off and I am better off.
Clients say Gary specializes in helping leaders increase revenue profitably with less stress by uncovering million dollar blind spots in time to avoid costly mistakes and make the best business decisions, carrying out rigorous due diligence and enterprise risk management reviews, and partnering with them on critical fiscal and financial projects.
Profile Including How Different From Other Consultants.
(a) Successful track record includes Big 4 CPA Audit Manager / Stanford MBA Operations, Finance and Marketing. (b) Worked in all major technology sectors and manufacturing, service, and distribution – helping over 200 companies. (c) Geographic background also includes Southwest, Southeast, West Coast and England. (d) Although usually have been the CFO, I have held all functional titles, including CEO, COO, CTO, CCO, Head of Sales and Partner. (e) Improve mergers, divestiture, banking relationships and capital structure.
Find out how I can make a huge difference for you in just one 30 minute complementary strategy session - SCHEDULE it today - and let's begin OUR success together.
> Direct contact at Gary Patterson,
> 678.319.4739
> Gary at fiscaldoctor.com
> http://www.Fiscaldoctor.com
Most inspiring business leaders making difference, 2020 Merry D'souza
Most Inspiring Business Leaders Making a Difference, 2020’, CIO Look tries to portray some of the
best business leaders out there in order to create a glimpse of inspiration for others to follow and march on their trail or create a new one
Here is the cover of the this special edition, which features an
extraordinary company—ARIIX., ARIIX was created by seven founders who saw an opportunity to create an environment where people could win
This is our services overview for 2018, inclusive of Corporate Social Responsibility strategies, non-profit workshops, next generation counselling and more.
In this 9-15-2009 presentation to the Utah state convention of the Society of Human Resource Management, Paul Jones of Alden Keene & Associates describes how corporate citizenship efforts can help human resources (HR) build a better workforce.
Corporate social responsibility of Manpower GroupDominique Gross
We power the world of work.
When our deep understanding of human potential is connected to the ambition of business, a dynamic power is created.
Power that drives organizations forward.
Power that accelerates personal success.
Power that builds more sustainable communities.
We generate this kind of power by connecting the visions of
clients, the motivations of people, and what’s now and what’s
next in the world of work.
We combine local expertise with a global reach to give
organizations around the world access to and the ability to
capitalize on unseen opportunities.
As trusted advisors we nurture partnerships with everyone
we work with, because their success leads to our success.
Because of this, we create high-impact solutions to enhance
the competitiveness of the organizations and the individuals
we serve, so that they achieve more than they imagined.
And by creating these powerful connections, we help power
the world of work.
The 10 Most Creative Corporate Leaders to watch in 2018”. In this segment, we have featured the journey, learning’s, along with showcasing the mentionable milestones they have achieved over the years.
The 20 most successful businesswomen to watch 2021 compressedMerry D'souza
Leadership works on the collective strengths of an organization’s people by empowering everyone, and taking ownership of their growth in the company. It is a collaborative process that isn’t given to you, it is something that you must earn. It opens up the door for opportunities in the industry and allows to take the road to success.
This is part of a continued series of the Coolest Companies to Work For in major metropolitan cities. This presentation highlights the Top 10 Coolest Companies to Work For in Atlanta, Georgia.
How to Define a Bigger Purpose Within Your CompanyKevin Xu
Kevin Xu explains how to help your company grow by establishing a bigger purpose within the corporate world. Through value and creating a corporate purpose, Kevin Xu gives great advice on how to take your business to the next level.
The 20 businesswomen overcoming the pandemic 2021 compressedMerry D'souza
Edith N. Nordmann: EMPOWERING CLIENTS TO ACHIEVE BEST RESULTS The greatness of a person has to be established by… 1 Shares insights success March 8, 2021 Emma
WVU IMC Capstone - IMC Campaign Proposal for St. Jude Children's Research Hos...Kevin Kestler
For the capstone course of the WVU Integrated Marketing Communications Masters' program, I created an IMC campaign for St. Jude Children's Research Hospital. This involved the creation of an IMC agency brand identity (creative, core philosophy, mission statement, etc.), analysis of the client (St. Jude) and target audience (millennials), and a communication and evaluation plan. It is a representation of all that I learned throughout the program and was among a select few proposals chosen to be sent to directly to St. Jude for presentation.
The 10 Most Creative Corporate Leaders to watch in 2018”. In this segment, we have featured the journey, learning’s, along with showcasing the mentionable milestones they have achieved over the years.
The 20 most successful businesswomen to watch 2021 compressedMerry D'souza
Leadership works on the collective strengths of an organization’s people by empowering everyone, and taking ownership of their growth in the company. It is a collaborative process that isn’t given to you, it is something that you must earn. It opens up the door for opportunities in the industry and allows to take the road to success.
This is part of a continued series of the Coolest Companies to Work For in major metropolitan cities. This presentation highlights the Top 10 Coolest Companies to Work For in Atlanta, Georgia.
How to Define a Bigger Purpose Within Your CompanyKevin Xu
Kevin Xu explains how to help your company grow by establishing a bigger purpose within the corporate world. Through value and creating a corporate purpose, Kevin Xu gives great advice on how to take your business to the next level.
The 20 businesswomen overcoming the pandemic 2021 compressedMerry D'souza
Edith N. Nordmann: EMPOWERING CLIENTS TO ACHIEVE BEST RESULTS The greatness of a person has to be established by… 1 Shares insights success March 8, 2021 Emma
WVU IMC Capstone - IMC Campaign Proposal for St. Jude Children's Research Hos...Kevin Kestler
For the capstone course of the WVU Integrated Marketing Communications Masters' program, I created an IMC campaign for St. Jude Children's Research Hospital. This involved the creation of an IMC agency brand identity (creative, core philosophy, mission statement, etc.), analysis of the client (St. Jude) and target audience (millennials), and a communication and evaluation plan. It is a representation of all that I learned throughout the program and was among a select few proposals chosen to be sent to directly to St. Jude for presentation.
U periodu oktobar - decembar 2015. godine, PKS je u saradnji sa Ministarstvom privrede i Ministarstvom finansija - Uprava carina realizovala ukupno 12 edukativnih radionica "Razvoj preduzetništva, efikasnije poslovanje i jačanje konkurentnosti" po regionalnim komorama. Ovo su samo neka od najčešćih pitanja koje su privrednici Srbije postavljali. Za više informacija http://pks.rs/Vesti.aspx?IDVestiDogadjaji=19463
How-can-purpose-reveal-a-path-through-uncertainty. By EY. 2017Gemma Alcalá
El propósito y la empresa en el siglo XXI. El concepto de
propósito empresarial adquiere un significado cada vez más relevante en la estrategia de crecimiento de las compañías.
Una de las conclusiones de este informe es que la mayoría de las empresas y marcas confían actualmente en el poder del propósito, pero encuentran dificultades para completar su integración en la estrategia y en el funcionamiento diario de la compañía.
El propósito de una empresa, más allá del beneficio económico, se producen en respuesta a las demandas de los trabajadores, a la necesidad de que haya marcas inspiradoras o compañías socialmente más responsables.
En el informe se habla de las empresas 'Capital P.'. Ser una empresa con “Capital P” son aquellas que tienen un propósito bien integrado y que es clave para sobrevivir en un entorno muy volatil, repleto de incertidumbres, complejo y ambiguo.
Las empresas líderes afirman que su propósito está integrado en todas sus actividades, con un enfoque tanto a corto como a largo plazo, lo que genera valor a todo lo que hacen.
La Cuarta Revolución Industrial incrementa las necesidades de las empresas y pone en peligro a aquellas que no tienen un propósito bien integrado. Resulta necesario aportar valor a todos los stakeholders (grupos de interés), aspirar a mejorar la sociedad, tener una visión más amplia de la actividad y afrontar las oportunidades que se presenten de
forma inesperada.
Keeping it real - How authentic is your Corporate Purpose? Burson-Marsteller
Burson-Marsteller and Swiss-based IMD have been working together to research corporate purpose since 2008. This year’s study is presented in the context of the findings of Burson-Marsteller’s Corporate Perception Indicator, a global survey of public hopes and expectations of companies and their leaders.
Guardian Masterclass: How to run a purpose-driven businessSally Hill
The slides delivered by Sally Hill from Wildwon in two Guardian Masterclasses in 2016 about how to define and use purpose in a business, and an overview of the landscape of sustainable, ethical, responsible business and social enterprise.
Out this fall, Great Mondays provides a proven methodology for designing and managing workplace culture. See a sample of what's inside before anyone else. Sign up to get more pre-release content and more. https://mailchi.mp/greatmonday/get-the-book
Social entrepreneurship isn't just a stance or a thought process that "greener" or more "new age" organizations employ. It is now essential to the success of any business. The platform and change that a company makes in the world affect how its customers, investors and media see it. Ultimately this translates to where they spend their money, time and attention on social media.
The concept of Karma basically builds on the notion that if you do good, good things will happen to you. But, in what way does this conflict with a share holder perspective of business? Can you really do good at the same time you do well?
The answer is to move to “social business”. The model promotes both economic and social value with core business solutions; a core business with social responsibilities which are built in rather than added in as an afterthought.
Likewise the concept of Karma, "social business" generates profits, but the main objective is not to maximize financial returns to shareholders. Instead, benefit financially disadvantaged groups in society and grow the social risk through reinvestment, allowing the venture reach more disadvantaged people. Various entrepreneurs, such as Muhammad Yunus, with the Grameen Phone venture, and Grameen Danone Food can provide potential lessons for business and social development in addressing the lack of market participation of the world’s poorest.
DLYohn Brand-As-Business Perspectives from Jim Stengel's GROWDenise Yohn
excerpts from Jim Stengel's book, Grow: How Ideals Power Growth and Profit at the World's Greatest Companies, to show how to use your brand platform as a management tool to fuel, align, and guide every task you undertake.
Millennials are growing up...and have taken over majority status in today's workforce. As a result, if you lead a company, odds are you have a significant block of employees who fall in this category within your organization. You have probably likewise concluded that this group is a breed apart from those you’ve previously dealt with…so when it comes to constructing an effective pay plan, you’re at a loss. Among other things, you may have bought into the conventional wisdom that says millennials are not loyal to a company and therefore traditional forms of pay won’t appeal to them. If these are issues you’re facing, you will not want to miss this presentation. http://www.vladvisors.com/compensation-knowledge-center/webinars/millennial-pay-what-works-and-what-doesnt
What is the difference between a strategy and a tactic When loo.docxphilipnelson29183
What is the difference between a strategy and a tactic?
When looking at strategy and tactic it can sometimes be used interchangeably when actually they have different roles and functions. The purpose of strategy is to identify clear broader goals that advance the overall organization and organize resources. The purpose of tactic is to utilize specific resources to achieve sub-goals that support the defined mission ().
How is the concept of corporate sustainability, as described in the article, connected to the company’s strategy?
What are two ways a leader can convey the company strategy to internal stakeholders?
The timing is certainly ripe for it. "A road map to help companies integrate social and environmental issues into business strategy, using shareholder dialogue as a means of corporate learning about stakeholder concerns" is being proposed by Cornerstone Capital Group, (CCG) a predominantly female-owned firm. Founded by Erika Karp in 2013, its mission is to help to move capital towards sustainable businesses.
First speaking to this journalist for FORBES in 2013, Ms Karp used the term "corporate sustainability" interchangeably with "corporate excellence."
Her view that sustainability should be core to a business and not stuck in a corner was beginning then to resonate with investors. When John Wilson moved to CCG from TIAA-CREF - the largest private pension system in the U.S. with direct responsibility for engagement with over 8,000 portfolio companies - it was a step towards finding a basis for shareholder engagement as a tool for reform.
CCG has just launched two new tools that it says will help companies make the business case for improved stakeholder relations through shareholder engagement. The first is the "Shareholder Alignment Frontier," a method for identifying public issues that are relevant for corporate performance through ongoing dialogue between management and long-term shareholders.
Just as Ford Motor Company was the archetypal 20th century company, Apple today is the embodiment of the 21st century company. It is the quintessential networked corporation, whose value proposition lies not in physical assets, particular products or even specific skills, but in the quality of its relationships.
Companies today, it says, should be considered "networks" - ones which create value not solely through individual effort, but rather through the interactions of network members — their stakeholders. Understanding how stakeholder interaction influences company financial and operating performance "can yield important strategic insights for companies and investors."
The market is inefficient in doing this, it argues - "it fails to fully capture the dynamics of the long- term, informal relationship between a company and its stakeholders, which can have significant financial implications."
The second tool on offer is a matrix which proposes a generalized business case for addressing social and environmental issues. CCG says it has id.
CSIC research fellow Tracey Wright interviews 12 DC-area small businesses to explore how they use social media to communicate their socially responsible business practices to their stakeholders.
The 10 most successful shepreneurs to watch in 2019Swiftnlift
Shepreneurs are driving change in various sectors, businesses, and industries, and rightfully deserve to be celebrated. The day is also a reminder that we need to foster talent and help enable women from all across the globe, from different strata and backgrounds into the arena.
‘In this special issue, we introduce 10 most promising shepreneurs to watch in 2019 in order to assist business to choose the right companies. We have featured shepreneurs as the cover story. It specializes in the use of emerging techniques and practice for developing nation.
We have introduced profiles of Spabreaks, Intengine, Pheiff Group Inc, Connected Living, N-able Plus Co.Ltd, Elemed, WomenInTrucking, gracious, Joelle Group, CEDEM AG.
Our in-house editors have come up with some adroitly written articles such as –Women, entrepreneurship & empowerment through self-actualization, shoutout to the leader of tomorrow, the women who dared to dream, How Can Entrepreneurs Survive a Recession? Handle it like a Woman.
“There is no force more powerful than a women determined to rise”
How to Hire Top Talent to Create a Purpose-Driven BusinessY Scouts
Brian Mohr, Co-Founder & VP of Growth, Y Scouts
Evolution of Management - The way we hire and manage employees has evolved over the centuries. Historically (industrial revolution, scientific management) people were hired and supervised to perform specifically-designed tasks, with a great focus on optimizing productivity. We still see the effects of those roots today. Later, the bureaucracy developed, and behavioral management emerged between the 1920s to 1950s to focus more on the real needs of employees. In recent decades we've seen much emphasis on management science (six sigma, lean) ad its main focus remained often on process or productivity rather than on people.
State of our Workplace Today - Despite contemporary thought leaders (like Peter Drucker, or the emergence of Servant Leadership), today's workplace still produces much unproductive stress, eliminates much creativity and inspiration, and is characterized by high levels of disengagement. This in turn leaves significant opportunities for productivity, growth, and profitability on the table.
Research on Purpose – One of the key pieces we believe is missing is “purpose”. In Daniel Pink’s research on what really motivates people, he finds that purpose is one of the three main drivers. In Gallup’s research into why people follow, “hope” is one of the main factors. Dr. Seligman’s research in the area of positive psychology shows that having a sense of purpose is a key route to high well-being. Purpose is good for people, but for business as well. A range of studies has demonstrated the far-superior results that purpose-driven companies obtain over their money-driven counterparts.
Implications for You – For most companies this means there is a need t0 discover what their purpose is, to communicate, Y Scouts is proposing three main implications. First, what is your purpose? What are you most passionate about, and what are you doing to pursue that? Second, how can you help others find and pursue that? Second, how can you help others find and pursue their purpose? You have great influence over your existing employees (casting them in the right roles) as well as your new hires (interviewing them for fit and purpose). And thirdly, how can you develop and focus your managers and employees on their strengths? To allow purpose to thrive, managers will need to respect the employee for who he/she is and focus on bringing the best out in them.
What We Do – How Y Scouts can help
Q&A
Similar to Transform Purpose Article_downsized (20)
2. Walt Disney – the original imagineer,
the man whose dream built an
empire – said, “I only hope that we
don’t lose sight of one thing; that it
was all started by a mouse.” Disney’s
curiosity, ideas and imagination
inspired millions, redefined the
business of entertainment and
created one of the most successful
brands in the world. That heritage
has inspired a purpose driven
by making people happy. All of
the company’s strategic business
developments and goals relate back
to that core purpose.
“Whatdoyoustandfor?”asksLaura
Haynes,chairmanofbrandconsultancy
Appetite. “What is the impact you’re
having?” Those questions began a
discussion on purpose, facilitated
by Appetite, that drew on ideas
from philosophy, communications
theory and social change drivers.
The event, ‘Business, on purpose’ is
the first in a seven-part series that
will explore purpose and the way in
which organisations interact with their
communities and the wider world.
Corporate purpose is something
being reexamined by board rooms
worldwide, but its roots are deep. The
earliest ‘corporations’ – the Roman
EmpireandtheCatholicChurch–both
had a strong purpose that guided their
actions, the beliefs of their employees
and leaders and the strength of the
communities they helped build.
Public services organisations
are no different. The NHS says
its purpose is, “We create the
culture and conditions for health
and care services and staff to
deliver the highest standard of care
and ensure that valuable public
resources are used effectively to get
the best outcomes for individuals,
communities and society for now
and for future generations.” Doctors
also ascribe to the Hippocratic Oath,
one of the earliest examples of a
profession-wide ethical standard.
Police forces, fire brigades and
militaries also operate with the
purpose of acting for the public
good – an interest that upholds their
responsibilities to stakeholders.
Modern businesses are built
on their forebears, many of which
emerged during the Industrial
Revolution.Thaterawasknownforits
technological innovation, but also the
development of workers’ rights and a
business’ social purpose. While then,
as now, some companies executed
unethical operations, some offered
their workers healthcare, housing and
support because they recognised
that a happy, healthy employee was
a productive employee – and that
makes a difference to the bottom line.
Speakers at ‘Business, on purpose’
said the day-to-day reflection of
the corporate purpose is if it gets
employees up in the morning and
encourages them to be productive at
work. Thus, the internal positioning
of the company’s purpose should
allow employees to feel like they are
part of the organisation’s success.
Externally, purpose can be simply,
‘selling the best products’ but for
many, purpose focuses on the
company’s role in the communities
in which it operates and its
contribution to the overall social and
environmental good.
Gordon D’Silva, founder and
chairman of the Good Business
Alliance has championed this
positioning. Though Haynes had
to present D’Silva’s comments as
he was called out of the country
unexpectedly, he says, “The
For all intents
and purposes
Corporate purpose can have a huge impact on the long-term success of
any company. From where should it arise within the organisation and how
should a purpose-driven change programme be implemented? Speakers at
the ‘Business, on purpose’ event share their thoughts
1
3. greatest challenge to private capital
in the 21st century is the rise of
global inequality and it’s the social
entrepreneur who can help find
management solutions to ongoing
and perennial societal problems that
can impede business advantage.”
He says CSR was an initial step
in this direction but that it became
motivated by brand building and
promotion. This led to CSR activities
being criticised of greenwashing
and of not effectively helping the
communities they purported to be
supporting. D’Silva says companies
have started to realise that societal
issues affect them. Unilever knew
its target audience was women, but
found that many women were not
financially independent in a way
that would make them in charge of
purchasing decisions. By fighting for
female empowerment and supporting
women globally, it facilitated profits
from a key audience.
What is required now, he said, is
for social innovators – the dreamers of
the world – to ally with entrepreneurs
to make change. Profit and social
good are not mutually exclusive, he
argues,particularlywithinthemodern
business world. “The free market
economy is indeed still the only
socio-economic system capable of
We believe
businesses
should seek to
create long-term
sustainable success
that benefits all
of its stakeholders
and wider society
as well
2
4. delivering a model for good business,”
says D’Silva, “But the biggest threat to
business growth is the unparalleled
growthinsocietalinequalityandthat’s
one of the things that new business
modelsinthefuturewillneedtosolve.”
The Good Business Alliance is
a kind of tangible solution to the
thinking behind corporate purpose.
Companies are seeking to define
their roles in society. They want to
position themselves as successful
businesses, but ones that can address
issues affecting their communities.
And it’s good for business, too.
In 2009, McKinsey studied the link
between CSR and financial results,
finding that CFOs said CSR was a
benefit to shareholders, but that
they couldn’t pinpoint how.
This year, a Guardian article on
transparency in business said ethical
operations and transparent leaders
made for a better culture and a
happier workforce. This then has a
direct impact on the bottom line. The
evolution of the corporate approach
to acting ethically and for social
good strongly ties
into purpose.
That change, however, has to
be led from the top and reflect the
real culture within the organisation.
AnthonyCarey,partnerataccountancy
firm Mazars, says the board has the
responsibility to lead the organisation
through change to create purpose.
For Mazars, the recession made the
relationship between business and
society that much more apparent.
The financial crisis saw 77%
of people in the U.S. and 67% in
the UK say they trusted business
less in 2009 than they did in 2008,
according to the Edelman Trust
Barometer. In 2007, the study
recorded 58% of people in the U.S.
say they trust business to do the right
thing. That number dropped to 37%
in 2008. In the UK trust stayed level
at 36%. In the U.S., that number is
back up to 65% this year and hit
67% in the UK in 2014.
That severe decrease in the belief
that business can do the right thing
led Mazars to develop its culture
and corporate purpose and rethink
its relationship with society. “We
wanted to look at how business
could help rebuild that relationship
with society for the benefit of
business as well as society,” Carey
says. “That’s what led us to doing
the board charter. We were keen
to make a contribution that would
actually make things happen. We
believe businesses should seek to
create long-term sustainable success
that benefits all of its stakeholders
and wider society as well.”
For Mazars, that purpose was
3
5. strongly entrenched with the board.
“If there was going to be change,”
he says, “The board had to buy into
it.” But, what was key, Carey adds, is
that the purpose should be embedded
throughout the business, not just
with the leadership team. “It’s almost
like a country’s constitution,” he
says. That can be a conversation that
goes both ways too, as employees
should help leaders understand what
the company’s culture is all about
and what values are important to
them. Carey says, “Make sure, as a
board, that the culture is what you
thinkitis.It’sabsolutelycriticalifyou’re
going to build a purposeful business.”
By leading the organisation
through a change, particularly
one geared around purpose, the
company can manage its reputation
in the long term.
Nicolas Mamier, Appetite’s
managing partner, who spoke next,
discussed the ways in which a
corporate purpose can be defined and
articulated. For a full breakdown, see
the sidebar on page 5.
He likened companies to actors
or performers in that they are skilled
at building connections and bringing
the audience – in this analogy, their
employees – into the performance.
He advocates for a participatory
culture. “Your companies and your
purpose don’t exist in isolation. Each
and every company exists within
the wider world and has a role
to play and a responsibility to its
communities,” Mamier says.
He says people who believe in
their organisation’s purpose are more
productive and happier at work,
which leads to better retention, lower
turnover and increased employee
recommendations. This makes for
a more sustainable employer brand.
For companies to compete in a
challenging marketplace for the best
talent, they have to differentiate
themselves in some way. A coherent
and effective corporate purpose is a
strong way to do so.
Once employees do join the
Dell had lost its way. It was
competing in a challenging sector
against companies with a well-
defined sense of self. It needed to
get back to its original purpose –
producing technology that allows
people to reach their full potential.
Sarah Shields, executive director
and general manager in the UK,
says acquisitions and growth led
to a dilution of the brand. Yet Dell
was founded by an early computer
visionary, Michael Dell, who led the
organisation through a purpose-
driven change that allowed it to
regain its identity.
Acquired companies were aligned
to Dell’s brand values and integrated
into its culture. Privatisation helped
Dell focus on its purpose for the
long term without concerns over
share price. Now, 90% of employees
say they’d recommend Dell.
Every employee is aligned to
our strategy. Everybody feels part
of Dell’s success. Having that
common purpose pays dividends,”
Shields says.
TRANSFORMING
ACORPORATE
CULTURE
4
6. Three steps to purpose, with advice
from Oliver Cromwell (pictured),
from Nicolas Mamier, managing
partner of Appetite
Examine for truth
“The unexamined life is not worth
living,” – Socrates
Companies should listen to their
employees when defining their
corporate purpose.
Pause for brave thought
“The most courageous thought is
still to think for yourself. Aloud.” –
Coco Chanel
A consistent culture is arrived at
through the consideration of a
company’s place in the world and
the promise it makes to its people.
Activate belonging
“My army won because they knew
what they were fighting for and
they loved what they knew.” –
Oliver Cromwell
The internal audience should feel a
sense of belonging and recognition.
PURPOSE,IN
PRACTICE
company, that purpose has to be
reflected in the internal culture. Andy
Moore, insights and research director
at Brand Finance and Sarah Shields,
executive director and UK general
manager at Dell, document instances
in which this is achieved.
Shields says growth and change
in the business itself prompted
inspirational leader Michael Dell to
return the organisation to its core
purpose: “To deliver technology
solutions that enable people to grow
andstriveandreachtheirfullpotential
everywhere.”
That purpose is of course geared
toward customers, but it required a
company that had expanded through
acquisition as well as returned to a
private business model to establish a
consistent internal culture. For more
from Dell, see sidebar on page 4.
Similarly, Vodafone, at which
Moore worked prior to joining
Brand Finance, had to integrate a
global workforce behind a single
purpose in order to achieve its goal
of becoming a top-ten brand. “The
goal, to be honest, had its origins
in commercial necessity,” Moore
says. But that allowed Vodafone’s
purpose to seep through every layer
of the company and drive change.
The mentality of connecting people
became the call to action and was the
force for change internally as well as
the external objective.
The change paid off as
Vodafone was named the number
five brand in the world and saw
its goal of connecting people
bring the organisation together
and its commercial activity
reach new audiences worldwide.
Moore says linking the business
strategy, different audiences and
purpose is key to success. Many
programmes, like Vodafone’s or
M&S’ Plan A programme, begin as
internal-facing and then reach out
customers to great effect.
Moore adds, however, that
proving the success of a change
programme driven by purpose is
a tricky necessity. As purpose is
determined by business leaders and
tied closely to commercial objectives,
it should have a clear impact on
bottom line. But measuring that
impact requires identification of the
key drivers affected by purpose.
5
7. Brand Finance, which evaluates
brand and intangible assets,
advocates setting clear objectives and
identifying ways in which to measure
the impact of purpose at the outset.
Moore says there is a tendency to
post-rationalise and select indicators
that prove the outcome after the
change process has occurred which
can lead to false ROI measures.
Often, purpose-driven change
has an effect on customer retention,
recruitment and turnover rates –
those can be measured before and
after the programme. “The key
stakeholders when we’re talking
about the topic of purpose would
be the employees at the centre, and
then the customers,” Moore says.
“A strong purpose will impact very
powerfully on the employees.”
Engaged employees then improve
customer relationships, which leads
directly to an impact on the bottom
line. “The employee can be such a
powerful multiplier of purpose,”
Moore says.
Disney is responsible for the
success of leading art school,
CalArts, at which many future
employees are educated, a thriving
family of theme parks run by ‘cast
members’ and an internal culture
that both feeds off and informs the
cult-like reverence it inspires in its
external audience. Strong purpose is
responsible for most of this success.
Purpose can make a difference to
any organisation, but it has to start
fromthetop,impacteverystakeholder
group and reflect the business
objectives set out by the company.
Appetite’s series of seven events on
corporate purpose will continue with
the next event, ‘Crossing the burning
bridge, on purpose.’ Full details to
be announced shortly.
The key
stakeholders when
we’re talking
about the topic
of purpose would
be the employees
at the centre,
and then the
customers
6
8. There was a time when the world
was compartmentalised – no more.
There was a time when the
roles of government were clear,
the role of business was clear, the
role of charities (as they were called)
was clear.
But the world has changed – and
with it, the world of business.
It’s not enough to just
manufacture a product or deliver
a service that ‘people want,’ or
even to provide the best customer
experience.
We have all begun to realise that
businesses, like people, are part of a
larger community and that they play
a role – an increasingly important
and influential role in society – and
with that comes the responsibility
to think beyond the linear
production for profit to delivery of a
better business.
This has been part of my own
personal journey; I have always
wanted to change the world for
the better.
I have been lucky that I have been
able to fulfil that ambition, working
with some of the best companies in
the world as a brand consultant.
I have always sought to create
better strategies, better working
companies, better environments for
employees, better articulation of
difference and better business.
Over the years, I have seen
companies begin to recognise that to
be better, they could no longer
(if indeed they ever could) operate in
a vacuum.
First and foremost, businesses
are accountable to their owners,
whether they are investors on a
public stage, or private families or
cooperative individuals. They are
also accountable to governments,
regulators, influencers to act in a
certain way, to deliver honestly
and to report their actions and
increasingly, their behaviour.
Third, they are accountable to
employees; no longer is it just the
delivery of fair benefit because
the union demands it. There is a
competition to find and retain the
best talent. The world is changing
quickly and to succeed, companies
need the best and the brightest to
contribute to their success and to
keep them ahead. Increasingly,
employees are choosing to work
with companies whose values,
ambitions and behaviours align to
their own beliefs system.
Clients and consumers are also
choosing to buy brands they believe
in. They can only do this if and
when they know what those brands
do believe in and stand for. In the
corporate world, reputation, licence
to operate and regulator support
all play a large part in determining
success and value.
Purpose – who you are and why
you are here as well as your guiding
values – are all key to success. I
would even go so far as to suggest
that it is one of the key game
changers in the business world
today and those that know this and
address it will be the winners
of tomorrow.
We recognise that to many, it is a
complex and challenging goal; there
is much to explore about purpose and
much to understand.
We have embarked on a journey,
through our ambitious conference
programme, to open up the
conversation on purpose. We will
provide you with guidance and
inspiration to help you discover,
define, articulate and embed purpose
within your own organisation.
Laura Haynes
Chairman
Appetite Consultancy
Why purpose?