04 Purpose
Culture eats strategy for breakfast." Drucker's line gets quoted in a lot of rooms where nobody then does anything about it.
Purpose is the engagement where you do. Across a series of half-day workshops, we take your management team through the questions most companies avoid: why we exist beyond making money, what we actually value, what the world looks like if we win, and what we're taking on to get there.
Alongside a Purpose Champion from your side, we refine the raw output into statements the team can use, and hand back a report on the culture we found underneath: the values people live, next to the ones they name.
We run this with a behavioural scientist beside us, because the distance between a declared value and a lived one is measurable, and it's usually where the trouble is.
This is for you if
- Your management team is united on performance, but maybe unclear on what the company actually stands for.
- You can see the potential sitting between your teams’ KPIs, and know it only unlocks when everyone moves with the same intent.
- You have written values before, and nobody remembers them.
- Growth or a merger has left teams pulling in different directions.
- You want alignment you can act on, not a poster in reception.
Highlights of value
Decide faster at the top.
When the leadership team agrees what the company is for, the arguments that used to take three meetings take one.
Keep the people you cannot replace.
Senior talent leaves companies that cannot say what they are for, long before pay becomes the reason.
Know which values are real.
You get the culture as it is measured, not as it is described, and the gap between the two is where the work starts.
How it runs
Calibrate, 2 half days
Purpose, values, vision. Refinement with your Purpose Champion, then presented back to the management team.
Empower, 3 half days
Everything above, plus organisational strategies from top performers, intrinsic values and their causes, the Cover Story workshop, goals, and a culture report with recommendations.
Embed, 4 half days
Everything above, plus the Culture Hackathon, key metrics, and an action plan built from what actually came up in the room.
What you leave with
Purpose, vision, mission and values, written as statements people can use.
A culture report on what your team values today, not what it claims to.
Goals, and the metrics that connect the statements to the actual work.
Recommendations and an action plan you can start on Monday.
At a glance
Best for:
Leadership teams in companies large enough that alignment stopped happening on its own.
Who we need:
Your management team, plus one internal Purpose Champion who carries it afterwards.
Runs:
Two to four half-days, plus refinement and presentation.
Investment:
Two brand strategists and a behavioural scientist.
The
outcomes
So our core people found a new drive, and carried that back into their own teams. Projects that came after the workshops started with much more momentum and engagement.
We gained further confidence in ourselves and in our people.
Mihaela Sofronea
CMO, Green Group
The whole process was a mirror held up in front of us. It also showed us what we actually do for the community, how much we have in common as a team, weaknesses we could work on. To me the process is the valuable part, beyond the final result.
Claudia Abrudan
Executive Director Fundația Comunitară Oradea
Defining and structuring our company values made it simple to put expectations into words, for the team and for clients, and it became clear who fits with them and who doesn't. To my own surprise it has brought clarity in how I look at our team and company culture. Those of us who stayed, we stick better together.
Istvan Barta
CEO Tracknamic
What really impressed me was the thinking process behind every design decision. Nothing was accidental or unintended. Every element had a reasoning behind it, and most important of all, it all fit together.
Eric Ralls
CEO and Founder, Earth.com
So our core people found a new drive, and carried that back into their own teams. Projects that came after the workshops started with much more momentum and engagement.
We gained further confidence in ourselves and in our people.
Mihaela Sofronea
CMO, Green Group
The whole process was a mirror held up in front of us. It also showed us what we actually do for the community, how much we have in common as a team, weaknesses we could work on. To me the process is the valuable part, beyond the final result.
Claudia Abrudan
Executive Director Fundația Comunitară Oradea
Defining and structuring our company values made it simple to put expectations into words, for the team and for clients, and it became clear who fits with them and who doesn't. To my own surprise it has brought clarity in how I look at our team and company culture. Those of us who stayed, we stick better together.
Istvan Barta
CEO Tracknamic
What really impressed me was the thinking process behind every design decision. Nothing was accidental or unintended. Every element had a reasoning behind it, and most important of all, it all fit together.
Eric Ralls
CEO and Founder, Earth.com
Agree on why, first.
If your leadership team gives four answers to why the company exists, that's where Purpose starts. Tell us who's in the room, and we'll take it from there.