Aligning Culture, Purpose and Strategy Webinar
We all know how vital it is to manage culture, yet a myriad of influences, both internal and external, make it hard to do with precision. Meanwhile the imperative for avoiding bad outcomes means culture initiatives are often more associated with complying than performing. This can drive culture down the management agenda and make it hard to drive engagement.
Investors and Boards alike seek sustainable company performance. In a competitive world this means outperforming other companies in creating customer value. In a violently changing world, with ever-increasing public scrutiny, it relies on societal alignment. Yet often, the strategies of firms are not written in context of the customer, and less-so, society. More often, strategy is written from an internal perspective – a list of what’s and how’s, lacking a who or why. Hardly surprising that strategy and culture are distant agenda items.
Purpose, as the name suggests, should be the missing link. In theory, purpose sits atop the strategy of any firm: a compelling, externally grounded, long-term lens for developing the strategy, and in turn, the requisite culture. In reality, it doesn’t in most firms.
Yet the need for resilient firms has never been greater, and continually growing evidence shows that purpose-driven firms outperform over the long term. Developed to complement the IA Culture Framework, this webinar examines the expectations boards should place on company purpose, the performance advantage associated with genuinely purpose-driven firms, and the means by which senior leaders can achieve this state.
