“Having a purpose isn’t a differentiator. Activating a purpose is. And that’s the hard bit.“
— Jon Duschinsky
Key Insight 
: What you stand for needs to shape your business strategy, your decisions and the experience you deliver. Otherwise, it’s just another statement on the website.
Food for Thought 
Check out this article.
In this edition of the centrepoint, let’s do a quick thought experiment.
Let’s imagine a world where all organizations (regardless of whether they are companies or non-profits) actively work to make the world a better place. It sounds like a fairy tale, right?
Well, buckle up, because this isn’t just some idealistic fantasy. This is a business model that smart organizations are embracing right now, and are beating their competitors with in the process.
Welcome to the Purpose Economy, where doing good and doing well go hand in hand. These aren’t 20th Century paternalistic, button-down organizations. We’re talking about companies that are rewriting the rules of the game, proving that you can have your cake and eat it too—or, in this case, make the world a better place while making healthy and growing profits.
Now, I know what you’re thinking. “Sure, it sounds great on paper, but Purpose Economy smacks of another marketing gimmick.” And perhaps: “It’s all just virtue signaling and inauthenticity!”
I hear you. And there is nothing wrong with being skeptical.
But while it’s true that some organizations might try to jump on the purpose bandwagon without really walking the talk, the real deal stands out from the crowd in a very good way. Customers, investors, and supporters alike take notice.
It’s not a flash-in-the-pan trend either—here today, gone tomorrow. Rather, while Purpose is still on the margins today, your kids and grandkids will be baffled at the idea that companies in the early 21st century just made money.
Take Lush Cosmetics. Since 1995, these folks have been walking the walk when it comes to ethical sourcing and sustainable practices. They’re not just selling soap. They’re selling a revolution in recyclable packaging. Which often translates to much less packaging. And guess what? Customers have been lathering it up for decades now.
Or consider Nudie Jeans, the denim company that’s giving fast fashion a run for its money. Free repairs? Check. Product take-back program? You bet. They’re not just selling jeans. They’re selling a whole new way of thinking about fast fashion vs. sustainable clothing. And consumers are queuing up to buy into it, with revenues growing to near half a billion.
“But what about the bottom line? Purpose is great, but it doesn’t pay the bills.”
Find your centre.
If leadership feels heavier than it should, there is usually something underneath it.
Let’s uncover what is getting in the way and create conditions where people can move with more clarity, trust, and ownership.
Start a Conversation
Okay, let’s consider some cold, hard facts. Purpose-driven companies are growing three times faster than their competitors. They have a history of outperforming the market by up to 42%. And get this: today’s consumers are four to six times more likely to buy from, protect, and even champion these brands. That’s why savvy investors love these companies.
Still not convinced? How about this? A significant portion of consumers—especially Gen Zers and Millennials—are willing to pay more for products from companies committed to positive social impact. Yes, that’s the sound of ringing cash registers.
“Sounds great for big corporations, but what about us little guys?”
Size doesn’t matter when it comes to purpose. Just look at Ecosia, the little search engine that could. They’re using their profits to plant trees that they’ll never take shade beneath. And they’re not just doing the thing; they’re showing their work with transparent reporting it uses to help build trust trust much faster than it takes for actual trees to grow.
The same principle applies to a smaller professional services firm, a manufacturer or a family business.
What do you stand for? How does that influence the work you take on, the products you develop or the relationships you build?
Those are business decisions, whatever your size.
“But it’s so complicated to implement!”
Sure, change can be tough. But you know what’s tougher? Watching your competitors give customers a clearer reason to choose them.
Which investment fits the direction? Which opportunity doesn’t? What do your people need to understand to make those choices themselves?
That is also where employee engagement and innovation come into the picture. People need to know what you are trying to achieve, see their own contribution and have the trust to act on it.
Look at Bombas, the clothing company with a simple model: each purchase powers the donation of an essential clothing item to someone experiencing homelessness. It started with socks and expanded into other products, donating over 50 million items to date. The commitment is built into the transaction.
Even everyday products can be vehicles for social change. And the customer can understand their part in it without needing to read a strategy deck.
“We can’t afford to focus on purpose in our cutthroat industry.”
Can’t afford to give people a meaningful reason to choose you? In a competitive market, that deserves a second look.
What your business stands for can help build your brand, shape your offer and strengthen customer relationships. But only if people experience it.
A statement that could belong to any of your competitors isn’t much of a competitive advantage.
And, finally, let’s talk talent.
In the war for the best and brightest, meaningful work matters. But telling people they are joining a company that “makes a difference” only gets you so far.
Can they see how their work contributes? Do they know what success looks like? Are they trusted to make decisions that help the business get there?
That connection gives people a reason to invest themselves in the work. And, potentially, a reason to stay.
The verdict?
What you stand for can be a foundation for customer loyalty, employee engagement and innovation.
But the value doesn’t live in the words on the wall.
It lives in the choices you make, and in what your people are able to do because the direction is clear.
Give people a reason to choose you. Then give them an experience that makes them glad they did.
