Many employees and managers in companies feel far removed from the actual purpose of their organisation. In a typical organisation, only about every third person recognizes the value that he or she gives, and everyone else often lacks a clear answer to the question of “why?”. The management, in turn, focuses too often on balance sheet goals and regards a mission statement as an optional addition to the existing strategy or even as a superfluous “ornament”.

A strategy can only be the answer to how the company’s long-term goals can be implemented, which in turn can only be derived from a clear purpose that is different from that of the competition. Not surprisingly, there is strong evidence of a direct connection between a clearly formulated and implemented corporate purpose, economic success and the attractiveness of employee branding.