![]() ![]() ![]() But this management pendulum swings two ways: while 90 per cent of respondents in the study said their company understood the importance of purpose, less than half thought it ran in a purpose-driven way. It is its sidekicks – measures and methods – that make purpose tangible and help managers calculate ROIs and hit KPIs. ![]() The concept may appear far-fetched and it is true that on its own, purpose is nothing more than an aspiration. In the report, The Business Case for Purpose, a team from Harvard Business Review Analytics and professional services firm EY’s Beacon Institute declares “a new leading edge: those companies able to harness the power of purpose to drive performance and profitability enjoy a distinct competitive advantage”. ![]() But to write purpose-driven tactics off as soft is myopic. They are ditching the traditional profit at all costs models for a seemingly softer purpose-driven game plan. It is growing apparent that companies at the top of their respective industries are evolving their business models. It may sound contradicting to claim that some of the biggest companies in the world are not the ones that pursue profit. ![]()
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