90% of CEOs don’t believe their business is moving fast enough to adapt to the changing world. It raises a mass of questions. How do I create an agile, high performance culture? How do I engage and align our people? How do I drive productivity? Land strategy? Create trust in our business?
How can you get people aligned round your strategy? How can you speed up strategic implementation? 61% of C-Suite acknowledge that they fail between strategy formulation and its day-to-day implementation. We can learn a lot from entrepreneurial business. And it’s not hard to replicate their play-book.
Here’s a promise; purpose will transform your organisation’s performance. It’s a claim we can confidently make because we’ve spent the last 9 months measuring the impact of purpose on human and business performance in a whole range of companies. And we’ve seen the same results in companies from global multinationals to fintech entrepreneurs.
What drives agile, highly productive businesses? It’s a question that leads directly from the current debate about culture and organisational ‘Purpose.’ It’s a question that has made us determined to understand and measure the impact purpose – and to show definitively whether purposeful companies are really better – both ethically and commercially.
What drives high-performing, agile businesses? What do they have that is missing in so many sluggish ‘corporate’ organisations? It’s a question that we have become obsessed with – and spent the last couple of years researching with leading institutions including the Universities of Cambridge and Plymouth. It’s a question we think we may just have answered.
Can purpose be measured may well be the question of the moment. How can we unpick the various factors that impact on company performance? In less than 2 minutes John Rosling explains why we think it can.
Our ambition is to measure the commercial impact of Purpose and show specifically how Purpose is acting to change human behaviours and drive business performance. It’s widely accepted that Purpose-led […]
We’re big on trust here. We believe it is one of the fundamental ways for an organisation to bridge the gap between its Purpose, as articulated by the board, and everyday reality for its people
Purpose in business has not gone away – it continues to be the topic of the moment. And thank goodness, as the prize for getting it right could make a real difference in the world. Read, digest and critique our pick of the best five articles for purpose-led leaders for 2017.
Gallup estimates lack of engagement at work is costing the US economy $450bn a year. If you factor that globally, that’s $1.7trillion. We could stop this by making our places of work fulfilling and purposeful, compassionate and meaningful
Love in business? What an absurd, even uncomfortable idea. But what, after all, is ‘love’? Passion, regard, affection, enjoyment, zest, understanding and compassion? Are these not exactly the attributes we […]
At a recent event on the concepts of corporate purpose and social responsibility, senior leaders of several large businesses were asked whether their organisations had a clear and inspiring purpose. […]
Recently, Mark Zuckerberg published a strong defence of both globalisation and Facebook’s business model. In a nearly 6,000-word letter, he argued persuasively that Facebook thrives under a globalised socioeconomic system, where […]
What drives agility in large, complex organisations? Most have spent a great deal of time, trouble and money creating and communicating a clear Purpose. And most are finding it’s making no difference to the behaviours in the organisation. There is a gap between the purpose at Board level and the experience of employees and customers.
Entrepreneurially-minded organisations achieve agility not by having a purpose but what they do with it. These agile and entrepreneurially-minded businesses display a clearly defined set of drivers within their cultures that are the secret to bridging the Purpose Gap and making purpose work in an organisation.
What drives agility in large, complex organisations? Most have spent a great deal of time, trouble and money creating and communicating a clear Purpose. And most are finding it’s making no difference to the behaviours in the organisation.
We thought we’d find out by getting leading lights from the pensions and investments industry around the table with global corporate leaders, academics, charity heads and a sprinkling of entrepreneurs […]
Steve Fuller’s latest article for Management Today makes the case for corporate purpose and links up nicely with our latest Round Table debate – Purpose: Revolution or bandwagon [pullquote]Ignore these […]