Long-term vision with bold actions – is it your mantra?

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Bringing sense to business

At the Freedom & Solidarity Forum, taking inspiration from Operation Overlord and the D-Day Landings, Brian Gallagher, President and CEO at United Way, said:

“We need a long-term vision with bold actions. Our endeavors must be values (or purpose-) based”

This phrase resonates with me, even more so as an entrepreneur. However, I think it’s an issue for most people in many companies, where the purpose is either non-existant or it may be published but not lived. Companies suffer from an oversized need to cater to short-term pressures. Finally, without the entrepreneur/founder at the helm, too often businesses lack boldness. And, I might add that actions speak louder than words…

In search of purpose

Mr Gallagher said that Operation Overlord was a success in large part because it embodied that phrase. As an NGO, United Way is inhabited by purpose. It is normal. In business, however, purpose is too often reduced to creating shareholder value. Interestingly, Mr Georges Plassat, CEO and Chairman of Carrefour, the second biggest retailer in the world, said the same thing about bringing “meaning” to his business and resisting the short-term ratrace (my term, not his). I wonder to what extent his comments resonated with the Carrefour employees? Mr Philippe Wahl, CEO of LaPoste France, echoed Mr Plassat, talking about the need to create products (and service) that are “useful” for society. Mr Wahl talked about the need to have “meaning” in business, which he translated as the need to contribute to society in each country in which one is operating, invoking the need to pay taxes in each country (a lightly veiled attack on Google and Amazon, etc.).

The big question I have is: how much does “purpose” fulfill shareholder value over time?

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