New Purpose for Organisations
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Describes how any organisation can develop a New Purpose by re-evaluating it's reason for being and make itself fit for a very different 21st century.
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New Purpose for Organisations
- 1. Chris Thomson & Mike Jackson New Purpose June 2012 All rights reserved – New Purpose
- 2. Why New Purpose? ∗ Society is demanding new purposes ∗ Business and government urgently need new purposes ∗ Having a new purpose is the most effective way to make systemic change All rights reserved – New Purpose
- 3. Clamour for Change ∗ The 99% ∗ The 25% ∗ The 1% http://www.commondreams.org/view/2012/06/07-2 We are all in this and losing together! All rights reserved – New Purpose
- 4. Emerging Response Emerging champions ∗Puma Sports ∗Virgin ∗Unilever ∗Grameen Bank ∗Marks & Spencer ∗Patagonia ∗Suntech Power ∗My Shelter ∗Governments too? http://www.telegraph.co.uk/earth/environment/9274997/Richard- Branson-and-Jamie-Oliver-put-their-hearts-into-it.html All rights reserved – New Purpose
- 5. Current Purpose of Business ∗ Maximising shareholder ∗ Money considerations value override all others ∗ Pressures to cut corners and break rules ∗ Not fully accountable for consequences of actions ∗ Short-term focus OECD head: Large corporations must regain public's trust http://www.jpost.com/Business/BusinessNews/Article.aspx?id=272971 All rights reserved – New Purpose
- 6. Purpose of a Bank Today Tomorrow? ∗Maximise shareholder ∗Maximise stakeholder value value Former JPMorgan Banker: “By delighting our Exploiting Consumers Is ‘The stakeholders we will earn Purpose Of The Banking Organization’ acceptable returns for shareholders” ∗http://thinkprogress.org/economy/2011/11/18/372044/exploiting-purpose-banking/?mobile=nc All rights reserved – New Purpose
- 7. Current Purposes of Government ∗ Perpetual economic growth ∗ Pressures on planet ∗ Pressures on people ∗ Repeated crises ∗ Security used against the people ∗ Projecting corporate power ∗ Safety net worn thin ∗ Safety of the people UN: World Economy Should Focus More On Needs Of Society http://www.scoop.co.nz/stories/WO1206/S00183/un-world-economy-should-focus-more-on-needs-of-society.htm All rights reserved – New Purpose
- 8. Effect of unsustainable purposes ∗ Climate change ∗ Natural resource ∗ Land use ∗ Biodiversity loss ∗ Garbage ∗ Pollution ∗ Fracking ∗ Earth’s axis shift Approaching a tipping point? Approaching a state shift in Earth’s biosphere http://www.nature.com/nature/journal/v486/n7401/full/nature11018.html All rights reserved – New Purpose
- 9. Wider Consequences ∗ Damaging planet Uncertainty Fear ∗ Damaging society ∗ Damaging ourselves Anxiety Destruction ∗ Damaging our legacy All rights reserved – New Purpose
- 10. Changing Environment ∗ Benign and passive to ∗ Reactive and turbulent All rights reserved – New Purpose
- 11. Our Typical Response Do nothing/defer Make it worse All rights reserved – New Purpose
- 12. Competition vs Collaboration All rights reserved – New Purpose
- 13. New Purpose of Government ∗ Enhance and restore society and planet ∗ Do no harm ∗ Fairly distribute wealth ∗ Promote intelligence of and opportunity the people ∗ Provide real security ∗ People feel safe, not oppressed All rights reserved – New Purpose
- 14. New Purpose of Business ∗ Healthy profit ….. ∗ … from shared values not just share value All rights reserved – New Purpose
- 15. From Top Down to Bottom Up Today Tomorrow Decision-makers Society Organisations Organisations Society Decision-makers Changed methods of inspiration, engagement and enablement required All rights reserved – New Purpose
- 16. How to Find a New Purpose Purpose Measures W es or ur ds Fig Leadership Mo res de tu ls Pic Culture Process All rights reserved – New Purpose
- 17. Our Purpose ∗ To help you find a new purpose and ∗ To help you put it into practice All rights reserved – New Purpose
- 18. Our Values ∗ Foresightful - future focused ∗ Intelligent - wise counsel ∗ Resolute - purposeful ∗ Shared values - common aims ∗ Trustworthy - dependable All rights reserved – New Purpose
- 19. Our Measures How are we doing? ∗Foresightful - future focused 98% Ask your ∗Intelligent - wise counsel stakeholders 99% continuously ∗Resolute – purposeful 99% ∗Shared values - common aims 95% Respond to their ∗Trustworthy – dependable 100% concerns and desires! All rights reserved – New Purpose
- 20. Our Processes http://newpurpose.shapingtomorrow.com • Track countries, organisations and people for signs of new purposes • Research the future of organisations • Align brand, policies and practices to a new central purpose • Train leaders in the concepts of New Purpose and in ways of applying them in the organisation All rights reserved – New Purpose
- 21. Our Leadership ∗ Do less and achieve more ∗ Have less and enjoy more ∗ Expect less and receive more ∗ Say less and communicate more ∗ Use fewer resources and get better results All rights reserved – New Purpose
- 22. From Lose:Lose to Win:Win Significantly improved: ∗ Reputation and brand ∗ Resilience and agility ∗ Customer delight and staff pride ∗ Accountability and responsibility ∗ Decision-making ∗ Stakeholder value ∗ Shareholder and society return ∗ Prosperity for all People | Profits | Planet All rights reserved – New Purpose
- 23. We Already Do This! Rhetoric: ∗“A company that respects its people and the planet” Reality: ∗“Maximising shareholder ∗Redundancies by text value” message ∗“Delivering service, value, ∗Maximising executive value quality and reliability” ∗Making the Earth and ∗“Committed to doing humanity poorer business responsibly” ∗Unethical pricing All rights reserved – New Purpose
- 24. Signs of Coming Failure ∗ No vision of the future purpose of an organisation ∗ Total focus on short-term ∗ Multiple visions abound results ∗ No visible and consistent ∗ No celebrations of success measures of stakeholder beyond profit and growth satisfaction ∗ Limited learning from ∗ People treated like commodities failures and punters ∗ Carry on regardless ∗ Silo management and fiefdoms ∗ Invisible & over paid executives All rights reserved – New Purpose
- 25. What is Your Purpose? ∗ Is your organisation fit for the 21st century? ∗ How will it improve its leadership? ∗ Will it be a crow or a goose in the transition? All rights reserved – New Purpose
- 26. 2050 – The Big Things Today’s focus ∗ Climate change Tomorrow’s inspiration ∗ Population ∗ Honesty ∗ Energy ∗ Kindness ∗ Food and Water ∗ Peace ∗ Inequality ∗ Beauty ∗ Drugs ∗ Intelligence ∗ War ∗ Wisdom ∗ Technology ∗ Humanity ∗ Friendship All rights reserved – New Purpose
- 27. Change Begins with All Of Us ∗ Change always starts with you ∗ Address causes, not symptoms ∗ Lead by example ∗ Include all the elephants in the room All rights reserved – New Purpose
- 28. Your Legacy What will people say about you after you’ve gone? “What we do in life echoes through all eternity” Russell Crowe, The Gladiator All rights reserved – New Purpose
- 29. Contact Us chris.thomson@newpurpose.info mike.jackson@newpurpose.info http://newpurpose.shapingtomorrow.com All rights reserved – New Purpose
Notas del editor
- Chris, need to know what you mean by this please
- This primary legal duty of directors forces good leaders to make decisions they would prefer not to make. Result ‘brand damage’
- Result ‘brand damage’
- Migration, water extraction, soil degradation, resource shortages, biodiversity reductions and potential shift in Earth’s axis suggest a tipping point is coming!
- Siciety’s are increasingky uncertain of the future, if we continue on this path things are likely to get far, far worse!
- We are not solving our problems. “Do as I say, not as I do” Stop causing problems! Radically different solutions Very different normal behaviour Kick can down the road Treat symptoms, ignore causes Lack of seriousness Our “solutions” are part of the problem Our normal behaviour is a major cause of problems Globalisation and technology have moved us from a relatively benign and passive world to one that is increasingly reactive and turbulent More of the same success model won’t fix the issues only make things worse We are fixing issues by piling more and more patches on the bowl of spaghetti No one can see the strands, etc. We need a better wiring diagram or framework to cope
- Need for deeper change Starts with you Addresses causes, not symptoms Systemic change Much greater seriousness New Purpose and Change The most effective way to make fundamental change is to have a new purpose
- Need to define what we mean by “enhance” And explain what we mean by “intelligence” and why this is important Result ‘brand authenticity’
- “ Healthy profit” is a play on words Result ‘Brand authenticity’ Shared values: Customer satisfaction Environmental consciousness High ethical standards Scientific thinking Professionalism Team spirit Cutlural diversity Trust and consideration Ipioneering spirit
- Today’s top down hierarchies need to be replaced by more bottoms up, democratic models. But how?
- The wheel won’t turn in the right direction unless an inspiring purpose is proposed with a matching culture that meets the stakeholders aspirations. But even taking the initiative is still not enough. Influencing the process through robust and continuous measures of the vital few and the establishing of new supportitive processes and the abandonment of those not fit for purpose for the future is also required. Binding these together is great leadership and communication of the plan to all stakeholders.
- This is a recent example of an international brand saying one thing and doing another. The rhetoric is pure marketing speak from an organisation that hasnt matched words with deeds. Marketers and brand agencies regularly fail to help organisations by only working on the initiative functions of the wheel and not the influencing factors. Therefore the wheel wont turn.
- Address causes…”chunk up” All the elephants..too often the really serious topics are ignored
- Make it a good one for all