Shared Purpose begins with a singular idea that asserts unique value to engage employees and drive customer preference.
We begin the development of Shared Purpose by examining and defining the aspirations, values, attitudes and competencies that comprise a collective organization. We divide our approach into a Brand Platform that consists of six constituent components and draw on a Cultural Framework of six distinct levers across the organization to effectively align brand and culture around its Shared Purpose. Through these six constituent elements we can build a Shared Purpose that tells the world not just what an organization does, but why it matters; convinces customers not just to buy, but to believe; and persuades employees not just to show up, but to step up.
Positioning – the promise
The relevant, credible and differentiated value the organization asserts
Mission – the organization’s calling
What the organization has come together to accomplish
Vision – the highest aspiration
The ultimate impact on the world that the organization will have
Personality – the style
The attributes, qualities and traits that animate how the organization approaches business
Values – the code
Ideals and attitudes that collectively define what the organization stands for and the way it works together
Pillars – the strengths
The core organizational competencies that create sustainable
Establishing priorities and inspiring employees to reach their highest potential
Disseminating compelling and clear information to attract customers, galvanize organizational culture and activate the brand.
Developing significance in cultural hallmarks that serve as touchstones of
Rewards and Recognition
Catalyzing employee engagement and performance through incentives and public acknowledgement
Creating the physical space of an organization to harmonize functional, emotional and self-expressive needs.
Establishing the systems and processes that form the framework for how the organization pursues its Shared Purpose.
Creating Your Shared Purpose
There is no one size-fits-all approach to creating Shared Purpose, and each organization must pull different levers to unify its brand and culture most effectively. What works for Target, Trader Joe's and UPS may not be right for other businesses. While consultants and best practices can influence the process of building a strong culture, each organization must find its own unique approach and work tirelessly to engage and educate employees and customers in order to truly create a sense of Shared Purpose.
We believe the best way to build enduring, resilient brands starts with identifying and defining the organization’s Shared Purpose. But we know it’s neither simple, nor easy. Focusing on a singular idea feels daunting because it necessitates leaving many good ancillary ideas on the cutting room floor. Then again, the alternative is equally daunting: organizations that try to be everything to everybody often end up signifying nothing to anybody.