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Kucia And Associates, Marketing Content

Organizations, companies or brands that deeply know themselves — those that have taken steps to precisely define who they are and what’s important, and have established a culture based in this identity — have an advantage: an inner compass, inner strength.  They are able to see challenges and opportunities in perspective, relative to the “why are we here” question, which they ask and answer often, instinctively.  True north is known.  We can all think of examples — companies and brands that seem to have operated from a strong sense of purpose for a long time.  When they make a move, they know why.  They believe – not only the decision makers – everyone.  Momentum kicks in.  Customers get it.  The supply chain conforms. Competitors scramble.  The marketplace takes notice or even celebrates their initiative. They lead.  And, somehow, they make it look easy.

It’s a simple, even obvious, fact that conviction behind purpose equals strength.  So why don’t all companies try to grasp, shape and leverage their innate culture throughout their organization and beyond?  There are three reasons:

  • No apparent purpose exists – underlying or beyond profitmaking, growth, acquisition or IPO
  • Questions of purpose and culture have not been posed, discussed or meaningfully answered
  • Conviction and meaning behind a stated purpose have not been cultivated

There is reason and a need for companies — especially newer yet tested, merger-created and highly growth-focused organizations — to define and foster culture as an intangible asset, a differentiating component of the company or brand’s value and potential.

This helps organizations:

  • Plan, operate and communicate with conviction about today and the future
  • Provide context and rationale for initiative and change
  • Provide a basis for attracting, satisfying and retaining customers (Marketing, Service, CRM)
  • Provide deep rationale for loyalty, and attract/retain like-minded, qualified employees (HR)
  • Enable more accurate pursuit of the company’s vision and mission
  • Deliver business results for owners and shareholders

The impact of company culture is significant, far-reaching, quantifiable and well worth discovering, describing and expressing.

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