+49 89 33 14 53



Hier stellen wir Ihnen ausgewählte Autorenbeiträge, Studien  und Themen vor, die sich mit dem Aspekt des „Purpose“ befassen und  mit denen wir uns beschäftigen.





By Monica Dimitracopoulos
EY Global Long-Term Value Leader

Adam Lowenstein

18 minute read
10 Nov 2020


Purpose is not an add-on. It’s not something you do on the side. Purpose has to be a core part of your business model and your long-term strategy.


Carmine Di Sibio
EY Global Chairman and CEO

As we turn the page on one of the most challenging years in recent memory, it’s time to move your corporate purpose from ambition to action. Here’s how.

After a year unlike any other, business leaders are looking ahead to what the new year will bring. There is reason for optimism, but emergence from the COVID-19 pandemic will introduce an unprecedented set of challenges for governments, businesses and communities around the world. People increasingly expect businesses to be part of the solution. The confluence of health, and economic crises and growing societal expectations means that 2021 is the year when talking about corporate purpose must pivot to meaningfully acting on it. Purpose-driven leaders have the opportunity to put their purpose to work over the coming year – to build a better working world in 2021 and beyond.

The need for action is not new, but is growing in urgency and importance. Last September, the EY CEO Imperative study found that “67% of CEOs feel moderate to extreme stakeholder pressure to address global challenges,” a number that rises by 10 percentage points for leaders of the largest organizations. The same survey found that four in five CEOs “say that government, business and the public will reward companies for taking meaningful action on global challenges.”

Purpose is not an add-on.

The pandemic has intensified this pressure. According to a June report from Edelman, 80% of people expect brands to “solve society’s problems.” Meanwhile, in the United States, JUST Capital found that 89% of Americans agreed that the COVID-19 crisis “is an opportunity for large companies to hit ‘reset’ and focus on doing right by their workers, customers, communities and the environment.” A focus on revenue alone will not meet these expectations or guide companies through this fluid and uncertain moment in history. Nor will it help solve the challenges of today, whether a global pandemic, climate change, or jobs creation.

So, what’s the problem? While many companies have defined their purpose, few have taken concrete steps to meaningfully embed and activate it throughout their organizations. To lead and succeed through the uncertainty that will no doubt linger through 2021, businesses must show through both words and actions that traditional ways of operating are no longer sufficient.

Purpose is not an add-on. It’s not something you do on the side. Purpose has to be a core part of your business model and your long-term strategy.
Carmine Di Sibio
EY Global Chairman and CEO
Today, organizations are expected to serve a broad set of stakeholders, from employees and customers to communities, the planet, and society. That demands an aspirational purpose addressing more than short-term profits and shareholder returns. “This is a pivotal moment for business,” Di Sibio says. “It’s clearer than ever before that success is about more than our bottom line today. It’s also about helping those around us thrive in the long term. CEOs don’t have to choose between doing what’s good for business and good for their stakeholders. They can – and must – do both.”

The EY purpose journey accelerated in earnest in 2013 when we articulated our purpose of Building a better working world. We wanted EY people – and clients – to know not just what we do, but why we do it. We initiated the dialogue around our purpose both internally and in the market but we soon learned that EY people wanted to see our purpose come to life in more visible and meaningful ways.


Four key pillars of activating organizational purpose

As we’ve reflected on our work with clients and listened to the voices of EY employees, we’ve identified four key pillars of activating organizational purpose:

  • Align leadership around your purpose
  • Engage employees in your purpose journey
  • Embed purpose in your customer experience
  • Anchor your strategy to your purpose


Brand & Activation
August 20, 2020

August 2020


The wariness of brands to take action – whether because they fear losing profit or stickiness with target consumers – is misplaced. Brands that have a well-defined and bold purpose often attract and retain the best talent. In sum, brands that define a bold purpose and truly deliver on it don’t lose profitability, they gain it.

Why Purpose-Led Brands are Winning with Consumers


For years, companies told consumers what their brand stood for, shouting it from four-story billboards. Whether the company lived up to that purpose didn’t really matter – there wasn’t an easy way for consumers to see behind the closed doors nor engage in dialogue. Then, technology transformed consumer expectations. Consumers demanded two-way interactions, constant sharing and ubiquitous connectivity. They were no longer willing to be talked at, but rather wanted to be talked to. So, brands built long-term strategies around the voice of the consumer – ensuring their purpose and what they put into the market reflected what target consumers had told them. For a while, that was enough. But now, we are at another inflection point.

Human Values are at the Core of Purpose-Led Brands

As the world, and more specifically, the United States grapples with the causes and effects of COVID-19, the #MeToo movement, Black Lives Matter, political unrest, climate change, the wealth gap, and more, brands are now being asked to take a stance. Brands today must not only be vocal in tough conversations, but also take action to push the causes they support forward.

The Business Roundtable, a non-profit association of CEOs from major U.S. companies, recently asserted that “each of our stakeholders is essential” – including customers, employees, suppliers, communities, and shareholders and “we commit to deliver value for all of them.”

And yet, this idea of shared value will not be enough moving forward. Shared value implies something insular – engaging with and providing value to those already inside a brand’s bubble. At Prophet, we believe brands need, at their core, to have the shared human values that many global societies are striving toward in the twenty-first century: freedom, equality, solidarity, tolerance, respect for nature, and shared responsibility.

A recent Prophet survey asked business leaders about how they define trust in times of crisis. Results demonstrate that consumers are at a tipping point – it is no longer acceptable for brands to only focus on shared value. Now successful brands must demonstrate a focus on these shared human values.

Rethink Brand Purpose

 When asked in April, 58 percent of consumers said to earn or keep their trust, it was very-to-extremely important for a brand to offer a relevant set of beliefs and values. By June, this number had jumped to 69 percent. Consumers are no longer willing to trust brands that have fallen out of touch with society’s progress; in fact, 78 percent of consumers believe companies have a larger role to play in society than just looking after their self-interests. Employees feel similarly; in a McKinsey survey, employees said that contributing to society should be a top priority of their companies.


While a brand purpose is critical in providing a ‘North Star’ for an organization’s strategy and culture, it is not sufficient. Companies must ensure their purpose is broad-based and bold, not myopic or near-sighted. They must then authentically and holistically act against this purpose. Today, companies struggle to complete both, equally important, tasks. McKinsey’s study demonstrated that only 21 percent of purpose statements focus on contributing to society and only 42 percent of employees at US companies believe their company’s stated “purpose” had much effect.

Those that do not boldly demonstrate action related to their purpose are penalized– 53 percent of consumers who are disappointed with a brand’s words or actions on a societal issue complain about it, 47 percent walk away from the brand in frustration, and 17 percent never come back. On the other hand, those brands that demonstrate a continued focus through action are rewarded. Unilever’s “Sustainable Living” brands are growing 50 percent faster than the company’s other brands and delivering more than 60 percent of the company’s growth.

4 Ways to Rethink

Four Ways to Rethink Brand Purpose
We believe brands that are willing to actively demonstrate their brand purpose can push society forward by:

Defining a human value(s) they stand behind. Brands must consider the societal context in which they exist and the human needs present in this context; they must define which of these needs they are willing to support and push forward.

Ensuring their brand purpose is based on that human value(s). Brands must use this understanding of societal context and human values to ensure their purpose encompasses them. Rather than focusing on what they believe they should deliver, companies must focus more holistically on what society needs them to deliver.

Continuously messaging and providing action to demonstrate commitment to their purpose. Brands must put their purpose into action, continuously speaking out and delivering relevant products, services, experiences, charitable giving, campaigns and events to market the human value they are trying to push forward.

Maintaining focus on this purpose internally. Business leaders must demonstrate to their employees and key stakeholders that a consistent focus on brand purpose is not only rewarded but required. Building an organization and culture around the brand purpose will empower employees to hold the organization accountable to its words.

McKinsey Quarterly

Igniting individual purpose in times of crisis
August 18, 2020 | Article

August 2020


In these stressful, surreal times, it’s understandable for CEOs to fixate on urgent corporate priorities at the expense of more intangible, personal considerations. How important is getting your people to think about their “purpose in life” right now when you’re worried about their well-being—not to mention corporate survival?

Igniting individual purpose in times of crisis

During times of crisis, individual purpose can be a guidepost that helps people face up to uncertainties and navigate them better, and thus mitigate the damaging effects of long-term stress. People who have a strong sense of purpose tend to be more resilient and exhibit better recovery from negative events.

Indeed, our research conducted during the pandemic finds that when comparing people who say they are “living their purpose” at work with those who say they aren’t, the former report levels of well-being that are five times higher than the latter. Moreover, those in the former group are four times more likely to report higher engagement levels….

Purpose can be an important contributor to employee experience, which in turn is linked to higher levels of employee engagement, stronger organizational commitment, and increased feelings of well-being.

The pandemic has been a cruel reminder for companies everywhere of how important it is to never take healthy or motivated employees for granted. Since individual purpose directly affects both health and motivation, forward-looking companies will be focusing on purpose as part of a broader effort to ensure that talent is given the primacy it deserves.

In this article, we explore the organization’s role in individual purpose

Against this backdrop, CEOs and other senior executives should pay more attention to individual purpose as companies return to operations and begin feeling their way into the subsequent phases of the “next normal.”

It’s a sure bet your employees will be doing just that. People seek psychological fulfillment from work, and, as the crisis recedes and companies ramp up new ways of working, some people will experience friction, and even dissonance, around issues of purpose. Workplace interactions that felt meaningful and energizing face-to-face, for example, may feel much less so over a video call. Meanwhile, other employees will be looking to see if their companies’ actions during the crisis matched their companies’ high-minded words beforehand—and basing their career plans on the answer. And at companies where employees excelled during the crisis, business leaders will want to find ways to recapture, and sustain, the sense of organizational energy, urgency, and speed—without the accompanying fear and stress.

In this article, we explore the organization’s role in individual purpose by highlighting results from an ongoing research project into the intersection of organizational purpose and individual purpose, and examine how the two interact and fuel each other through the medium of the employee experience. Along the way, we highlight ways that companies can help employees find or articulate their purpose, explore how it applies to their working life, and seek to make purpose a tangible part of people’s jobs. Finally, we hope to provide an occasion for deeper introspection on the parts of CEOs and other leaders themselves. After all, if we don’t reflect on life’s direction and meaning when life as we know it feels so threatened, when will we?

By purpose brand

Diane Primo, CEO Purpose Brand 

Juni 2020


The Purpose Report 2020 is a deep dive into consumer interests and values, and what they tell marketers about the corporate pivot from brand positioning to purpose positioning.

The Purpose Report 2020

„For marketers, the implications are enormous,“ says Purpose Brand CEO Diane Primo, the report’s author. „A brand can define how it wants to be positioned in the marketplace by not only its value proposition, but also the values behind it. The findings in this report suggest that a purpose-engaged company must adapt to cultural value shifts quickly and with intent. The public focus on race and COVID-19 demonstrates this.“

„Expectations have evolved, and corporations and brands need to evolve to meet them,“ Primo said. „The report provides a systematic framework for authentically building and sustaining corporate purpose, well beyond functional marketing. It provides a practical construct on proactively anticipating and responding to cultural turbulence.“

The Purpose Report 2020 will guide a conversation that demands straight talk and gives 10 practical rules to abide by. A free download is available at the Purpose Brand website, purposebrand.com.


An extensive survey of consumer attitudes toward corporate purpose, The Purpose Report 2020 sets the agenda for a decade of change in brand marketing and business operations. The 2010s produced a corporate debate about purpose—connecting brands with lofty social ideals. The new decade will be about purpose positioning—creating the informed businesses models that can truly change society.

In a nationwide survey conducted for the report, more consumers found meaning in purpose-driven issues like civic engagement, the environment, giving back and social justice than in fashion, pro sports, technology and other lifestyle interests. Views on a range of interests vary widely across gender, generation, ethnicity, political affiliation and location. By analyzing each segment, The Purpose Report 2020 reveals causes and values that resonate universally and, notably, those that can appeal to targeted groups.

Purpose Is at the Center of Culture

Purpose has achieved cultural rock-star status, bigger than video games, technology and professional sports. When asked about hobbies and interests, consumers say they care about and find meaning in environmental causes (64%), civic engagement (62%), philanthropy, giving back and volunteering (61%) and social justice causes (61%). These concerns were judged more meaningful than outdoor activities (59%), athletics/health & fitness (57%), technology (52%), professional and semi-pro sports (47%), computer/video games (47%) and fashion (42%). Concerns and their intensity were more fully revealed in demographic breakdowns. More than other age groups, Generation Z finds meaning in health, outdoor activities, social justice and the environment. Gen Z may view health as both a lifestyle and a social issue, given that 84% of Gen Z respondents selected mental health as a cause they care about.
Purpose Creates Employee Activists: Employees are not afraid to take a company to task publicly if their values are not aligned. Over 74% agree that as employees, they have a right to stand up to employers who defy their personal principles. This belief is widely held among millennials (82%), Hispanics (79%), blacks (79%) and Democrats (79%). „This is essential for companies to remember as they activate emergency plans around race relations and COVID-19,“ Primo said. „This is their opportunity to build loyalty with a generation that is difficult to persuade.“

Equal Rights Is a Universally Shared Value

Power, opportunity and risk are at the center of messaging across demographic lines. Consumers widely share the values of equal rights, access to basic services, sustainability and job growth. But their level of commitment often is bound by gender, age, race and ethnicity, or political affiliation. The top causes for men were domestic job growth, fair and free elections, and access to clean water. Among women, top concerns were women’s health, equal rights and domestic violence. Blacks most often chose racial rights, equal rights and domestic violence, while Hispanics named equal rights, affordable housing and climate change.

Direct Action and Consistent Representation Signify Purpose:

For every group surveyed, cash donations were cited as the top indicator of a brand’s greater social purpose. Direct action is widely seen as more substantive than words. Only 23% acknowledged the corporate social responsibility report as a way that brands and companies show a purpose beyond making money, compared with cash donations (61%), direct aid (53%), events or campaigns (39%), website content (39%), ads (38%), leaders‘ statements (37%) and news coverage (37%).

About Purpose Brand

The Purpose Brand agency is an award winning, full-service public relations, brand and digital content marketing firm in Chicago. Purpose Brand always puts purpose into practice–making brands relevant and communities stronger. Services include media and public relations, brand strategy, content creation, web design and development, content strategy, special events, video marketing and training.

Working across disciplines, Purpose Brand develops and executes end-to-end PR and marketing initiatives that capture audiences‘ hearts and minds. Contact Purpose Brand to learn more about its services or to set up onsite training in purpose positioning.

By Capgemini invent

Co-AutorInnen Michaela Scalisi und Roger Claudius.

Juni 2020


Purpose – Die kraftvolle Verbindung von nachhaltigem Erfolg, im Einklang mit nachhaltigem Handeln

Die Verankerung von sozialem und umwelterhaltendem Handeln, eingebettet in einen übergeordneten Unternehmenszweck oder „Purpose“, ist eine kritische Komponente für den finanziellen Erfolg geworden. Doch wie gelingt das? Warum ist dies heute aktueller denn je? Was macht Unternehmen mit einer transparenten und nachhaltigen Vision und Mission erfolgreicher?


Der wachsende Ruf nach sinnorientiertem Handeln unterstreicht noch mehr die Relevanz strategischer Langzeitorientierung. Die Daseinsberechtigung von Organisationen wird durch eine breiter gefasste, soziale und umwelterhaltende Verantwortung legitimiert. Ein steigender Anteil der Menschen erwartet, dass Unternehmen nachhaltige Geschäftspraktiken verfolgen und die sozialen, umwelttechnischen, kulturellen, wie auch politischen Herausforderungen ernst nehmen.


Nachhaltigkeit ist nicht mehr nur eine «Öko-Nische», wie einige bekannte Unternehmen in den letzten Jahren erfolgreich bewiesen haben. Nicht nur steigt die Glaubwürdigkeit bei den Konsumenten und die positive Identifikation der Mitarbeiter mit dem Unternehmen, sondern auch die finanzielle Leistungsfähigkeit sowie Kosteneinsparungen durch Emissionsreduktionen können realisiert werden. Dies sind unter anderem Gründe, die nachhaltige Transformation von Unternehmen zu fördern, und dadurch einen Systemwechsel zu einer nachhaltigen Wirtschaft mit Kreislaufgedanken voranzutreiben.

Die Ausgestaltung einer nachhaltigen Vision und Mission endet nicht bei deren Formulierung, sondern muss durch die gesamte Organisation eines Unternehmens gelebt werden, angefangen von der strategischen Ebene bis zu den operativen Prozessen. Dabei ist neben Transparenz, klaren Vorgaben und der Messung einer tatsächlichen Verbesserung, die gelebte Unternehmenskultur und die emotionale Identifikation der Kunden mit dem Unternehmen gleichbedeutend. 81% des Marktwerts eines Unternehmens ist schließlich auf immaterielle Vermögenswerte zurückzuführen, in denen sich Ansehen und die gesellschaftliche Unternehmensverantwortung widerspiegeln.

Let´s flatten the curve

Abschließend gilt es zu vermerken, dass die Thematik der «Sinnfindung» oder Purpose bei Unternehmen aktueller denn je ist. Wirklich nachhaltigen Wandel zu erreichen und die endlichen Ressourcen unseres Planeten für viele zukünftige Generationen erhalten zu können, erfordert ein Umdenken zu nachhaltigen und zirkulären Geschäftspraktiken. Wie unser Beitrag hier beleuchtet, beginnt dies auf strategischer Ebene bei der Vision und Mission, verankert sich in der Unternehmenskultur, die Transparenz und messbaren Fortschritt fördert, und betrachtet die Unternehmenstätigkeit mit einem integrativen Fokus, worin alle Anspruchsgruppen (und die Umwelt) berücksichtigt werden. Zugleich können Unternehmen mit klarem nachhaltigem Purpose das Potenzial stärkerer Kundeninteraktion und Kundenbindung ausschöpfen, indem sie Hürden für nachhaltiges Verbraucherverhalten identifizieren und durch geeignetes Produkt- und Servicedesign verringern und somit Aktivierungspunkte bei Verbrauchern zur Schließung des Kreislaufes setzen.

There is no planet B!

mckinsey quarterly

By: Arne Gast, Pablo Illanes,

Nina Probst, Bill Schaninger

and Bruce Simpson

22. april 2020


Purpose: Shifting from why to how

Only 7 percent of Fortune 500 CEOs believe their companies should “mainly focus on making profits and not be distracted by social goals.” And with good reason. While shareholder capitalism has catalyzed enormous progress, it also has struggled to address deeply vexing issues such as climate change and income inequality—or, looking forward, the employment implications of artificial intelligence.

But where do we go from here? How do we deliver a sense of purpose across a wide range of environmental, social, and governance (ESG) priorities? Doing so means moving from business as usual to a less traveled path that may feel like “painting outside the lines.” Are we going too far beyond our core mandate? Does it mean we’ll lose focus on bottom-line results? Will transparency expose painful tensions better left unexamined? Will our boards, management teams, employees, and stakeholders want to follow us, or will they think we have “lost the plot”? There are no easy answers to these questions; corporate engagement is messy, and pitfalls, including criticism from skeptical stakeholders, abound.

„Purpose defines our core reason for being and the positive impact we have on the world. It shapes our strategy, inspires our people, engages our customers and community, steers choices at moments of truth, and is fully embedded in our culture. Living purpose authentically should feel uncomfortable and new. It may mean surfacing fresh questions in meetings, engaging in difficult conversations about some of our businesses, and reevaluating our partners based on a clear-eyed view of their practices.

Whether we are reappraising an existing purpose or designing one for the first time, we need to wrestle with challenging questions such as the ones below. These questions can help test whether we are acting with the necessary authenticity and boldness. In exploring such questions, some companies we know have found it helpful to use the accompanying framework to help them assess how far they’ve gone and how much room there is left to run.“


Demonstrating corporate purpose in the time of coronavirus

Companies will define what they do in the crucible of COVID-19 response—or be defined by it. Here’s how to frame the challenge.

What should a company’s purpose be when the purpose of so many, right now, is survival? For years, enlightened executives have sought the sweet spot between their responsibility to maximize profits on behalf of shareholders and their desire to find a purpose across environment, social, and governance (ESG) themes on behalf of a broad range of stakeholders, including customers, employees, and communities.


Then COVID-19 came. As businesses large and small shut their doors, and millions retreat to enforced isolation, the magnitude of the coronavirus crisis confronts corporate leaders with the economic challenge of a lifetime. It also demands of them a moment of existential introspection: What defines their company’s purpose—its core reason for being and its impact on the world?



Vision, Mission And Purpose: The Difference

There is a ton of talk about purpose and how it moves an organization forward, how a team’s mission is defined, and how the vision of the leader is laid out to make their direct reports move to action.

There also seems to be some confusion over the differences between vision, mission and purpose and what is really important in an organization. If you don’t know which to tackle first, don’t worry. There’s some rationale behind all of it, and I will explain each term so you no longer have to guess what is best for your team in the end….



Let’s first define vision and look at why it can make or break a company’s success in its ability to create a happy, engaged culture of people who make a difference. A vision is where the company is going. It’s what the future looks like if goals and intentions are accomplished and laid out to be the driving force of how the company defines success. It is usually created by the executives who then use it to help the team get excited about where they are going.

I’ve found that a vision needs to be drawn brightly and colorfully — and in a way that members of the team buy in, knowing that if they get there, and if they are a direct reason for why they get there, they will have done their jobs successfully. With that comes appreciation, accolades and perhaps a raise or promotion, or just really good connected feelings they have for being a part of that company with the greatest leaders in the industry.

This is the hope. But before we get to that, we must make sure the vision is solid. It’s everything. And missing out on this ability to craft one can create a stagnant workplace, a problem with engagement and a low bar for goal setting. It’s not just where companies want to be in the world, but where they want the world to be because of them. In the “Be, do, have” of company culture, vision is the „be.“


A mission is different. It’s more like an actionable vision statement — something that will give the vision legs and traction. It’s the what, who and why: What the company does, who it serves and the road map to making the vision become tangible. It centers around why this company is best suited for the job given the people it serves.

Mission statements are used to help define the immediate goal and stay focused on the plan. Most leaders can then disseminate this to their teams to keep them on task and able to achieve whatever they are focused on in the moment. It is the „do“ process to create a positive culture and can be the thing that moves all else forward.


Both vision and mission are important to a company that is looking to create movement and tangible results in the definition of its goals and itself as a company. The piece that will tie this all together is getting really clear on the idea of creating and leading with purpose and defining how it shows up every day.

The word „purpose“ in this context is defined as “a person’s sense and feeling of resolve or determination.” In my experience, an organization’s purpose is best found by asking, as a company, why you are doing the work you are doing. What great problem are you solving, or what movement are you championing? If you don’t do it, what are the consequences? Who loses? Or who will do it instead? Why do you all show up for this company and not the one across the street?

Digging into the morals, ethics and beliefs of an organization can help deliver a purpose worth going to work for. If you can’t define it down to its core, then you have work to do. Most morale problems fester here — with an ill-defined or, worse yet, nonexistent purpose.

When a solid human brand leads people to a conversation that says, without hesitation, “I love my job. I love what I do. I love my company, and I love the people I work for/with,“ purpose is usually at the center. It is the „have“ at the end of the day.

Vision is the picture. Mission is the road map to get there. Purpose is the feeling that everyone, from the CEO to the janitor, has when you accomplish what you set out to do. Purpose is when the values are driven by certain behaviors that create the kind of culture that is human-centric. And those behaviors create the feeling we want, not only when we have accomplished the big goals and achieved the outcomes we wanted, but in the process of doing so.

At the end of the day, it will always be about how we want to feel. And the people at the core of those feelings will always be a company’s greatest asset.


Jen Croneberger is a widely sought-after 4-time TEDx speaker and compassionate leadership/culture change consultant for corporations, schools, organizations and teams all over the country and is the President and Chief Inspiration Officer of JLynne Consulting Group, LLC and the Founder of the HUMAN Leadership Institute.

By Professor Thomas W. Malnight and Ivy Buche

Oktober 2019


How NOT to define your Purpose

When placed at the core of your strategy, Purpose can be a driver of future success. It can secure growth by redefining your playing field. It can drive profitability by reconfiguring your value proposition around long-term relationships, not short-term transactions. It can align and motivate stakeholders inside and outside the company.


The first is that many companies run separate processes; one to define strategy and a second, separate one, to define Purpose. This approach implies that a company will deploy one process to define what they will do – the strategy process, outlining goals, metrics, and activities – and a second to decide what they will say about it – the Purpose process. This is a clear formula for ensuring that Purpose will be nothing but nice words on the wall. From the start, any possibility of putting Purpose at the core of your strategy has been extinguished.

However, in most companies, this is not the case. Our research has identified three factors that significantly reduce the potential strategic power of Purpose, all relating to how it is defined and managed from the start.


Put purpose at the core of strategy

Competition for new growth and opportunity is fierce and relentless. In this fight, business leaders are often left puzzled as to why their strategies, the result of arduous planning and painstaking research, struggle to beat expectations and differentiate their company in the marketplace.


Most corporate strategy today suffers from three faults. It is too internally focused – we are obsessed with how we operate on a day-to-day basis. It is incremental – let’s take last year’s results and see if we can improve on that by 2-3% next year. And, finally, it is reactive – when we see a problem or an opportunity, we react with knee-jerk initiatives. It is easy to see why this approach leads to unfulfilled visions, sluggish performance and uninspired teams.

How can companies become more focused on the outside world and its opportunities? How can we take big leaps rather than small steps? How do we become proactive and ready to lead our industries?

Our research has found that the answer is – Purpose.

Purpose & Strategie

Für unser Strategieverständnis gilt: Purpose ist mehr als das klassische Unternehmensleitbild. Es geht nicht darum was man macht oder welche Strategie man verfolgt, es geht um das Warum.


Power to you

Im Idealfall ist der Purpose die Philosophie hinter dem Geschäftsmodell, der sinnstiftende Wesenskern und damit die Leitmaxime für alles Handeln.


Vor dem Umbau

Wer einen Organisationsumbau lostreten will, ist gut beraten sich zunächst mit dem Sinn und Zweck seines Unternehmens zu befassen und diesen entsprechend zu kommunizieren.