Three Types of Corporate Purpose
The purpose of any company affects its success in many crucial areas. To mention a few, think of demand generation (how customers see it, brand personality), HR ( employee engagement), investor attractiveness ( ESG Factors, corporate sustainability), strategy (stakeholder management, strategic growth opportunities for long-term), corporate valuation and risk reduction.
What is a Corporate Purpose for? Purposes
A well-formulated "corporate purpose" or "organizational purpose" is very powerful as it can appeal to, motivate, propitiate, and attract clients, employees, investors, governments and even society at large.
Moreover, in a VUCA world with constant change, the corporate purpose can be the beacon and/or glue holding everything and everyone in the organisation together.
However, Knowles et al. (rightly) explain how the term "purpose" is confusing. It's because purpose can have several meanings. It can be understood in (at least) 3 distinct ways:
- Purpose as a COMPETENCE: The main function that a company/organization/products/services serves.
For example, Mercedes has: "First Move the World".
- Purpose as a CULTURE: The intent with which a company/organization is run.
For example, Zappo has: "To Live and Deliver WOW".
- Purpose as a CAUSE: The social or moral good a company/organization aspires to.
For example, Tesla has: "To accelerate the world's transition to sustainable energy".
It is important to note that an organizational purpose can be defined in any of these 3 ways. In particular, according to Knowles, even if every company should work to become a better corporate citizen, "not all companies can save the world". All others should use one of the other 2 options to provide the basis for a meaningful and motivating "why" they exist when creating a corporate purpose statement. In a pragmatic, but authentic way.
⇨ Do you agree with these 3 meanings/types of corporate purpose?
Reference: Knowles J., Hunsaker B.T., Grove H., James A., "What Is the Purpose of your Purpose? Your why may not be what you think it is", HBR Mar-Apr 2022, pp. 36-43.
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