Purpose: A Cross-Cutting Organizational Journey Where Leaders and Metrics Are Key

Purpose: A Cross-Cutting Organizational Journey Where Leaders and Metrics Are Key

The responsibility of business has changed dramatically over the past 50 years. Gone are the days when corporations focused solely on shareholder value. Today, companies are expected to commit to a purpose. Yet the definition of purpose can be confusing, particularly in the context of marketing and advertising.

 

With this in mind, a few weeks ago Almabrands and Universidad de los Andes announced the creation of a Chair in Organizational Purpose, a pioneering initiative in Chile that seeks to foster the development of conscious, responsible companies committed to their impact on people and society.

 

We were joined by Gloria Ledermann, Marketing Manager at Copec; Romina Galatzan, Corporate Marketing Manager at Entel; Rebeca Astorga, Consumer Knowledge Manager at Nestlé; Juan Pablo Martínez, business engineer and sociologist; and, from Universidad de los Andes, Cristina Errázuriz, Vice Rector of Communications; María Augusta Scagliotti, Deputy Director of Corporate Culture; and Sebastián Goldsack, academic and board member; along with Almabrands partners Carolina Altschwager and Cali Trivelli.

 

A Wealth of Ideas

 

Among the ideas shared, and on this there was broad agreement, is that corporate purpose is a company’s reason for being, beyond simply generating profit. The concept is directly tied to the common good, connecting the organization’s actions with a positive impact on society. And it is important not to confuse it with a slogan, an advertisement, or the company’s mission or vision.

 

That is because purpose is not a fixed goal; it is a journey that must integrate strategy, culture and operations into the company’s day-to-day.

 

The group also discussed at length which area should own purpose within the company, agreeing that while marketing plays an essential role, it is a cross-cutting matter that must involve the entire organization, with leadership being key. A couple of quotes that support this:

 

“Purpose is not marketing. Although we use it in communications and marketing, its essence runs much deeper—it is more cultural and strategic. It cannot get trapped in the operational.”

 

“Leadership doesn’t just drive purpose; it lives it. Without that commitment, purpose would be merely an aspiration, not a reality.”

 

Alongside leaders, metrics are essential, and at Almabrands we see them as a huge opportunity. “Without clear metrics, it’s hard to determine whether purpose truly impacts results or is simply an empty promise,” participants noted.

 

A recurring challenge is how to measure the real impact of purpose. Despite progress in implementation, the lack of indicators makes it difficult to assess its contribution in terms of organizational results, credibility with employees and external audiences, and resilience in times of crisis or business change.

 

In addition, communicating purpose should foster a sense of belonging and pride among employees, aligning personal goals with corporate objectives.

 

“It’s crucial to connect employees’ individual purpose with the organization’s, because that connection gives meaning to work and makes it resilient in the face of challenges. Facilitating internal reflection to uncover this alignment can leave a lasting legacy for both people and the company,” it was noted.