The 20th-century view of shareholder primacy is flawed. By focusing first on creating wins for all stakeholders—customers, employees, suppliers, and society—companies build a sustainable, beloved enterprise that paradoxically delivers superior returns to shareholders in the long run.

When leaders are stuck defining their organization's mission, this question forces a shift from generic goals like survival to tangible impact. It clarifies the unique value provided to customers and society, revealing a more motivating and authentic purpose beyond simply 'staying in business.'

When Tubulus pivoted its lead program from liquid to solid tumors, the team's ability to change direction instantly stemmed directly from the company's foundational culture of trust. Openly explaining the rationale behind major strategic decisions allows employees to follow and execute without friction, even on a dime.

Marketing professor Marcus Collins argues that the true test of brand leadership isn't crafting a purpose statement, but adhering to it when faced with challenges or pressure on shareholder value. Many leaders evangelize their brand's point of view only when convenient, which ultimately undermines authenticity.

Taza's founders established a mission and core values like "True Grit" and "Seriously Bold" at the very beginning. They attribute their longevity and ability to navigate crises directly to these principles, noting that their biggest business stumbles happened whenever they deviated from this North Star.

To manage an overwhelming list of necessary business changes, Walmart's leadership began by clearly articulating what would remain constant: its core values. This provided a stable foundation, making the subsequent, widespread transformation feel more manageable and less threatening for employees.

Wikipedia's simple purpose—"a free encyclopedia"—served as a powerful tool to reject tempting but distracting ideas, like creating a webmail service. This shows that a well-defined mission isn't just for branding but is a critical internal guide for strategic decision-making and resource allocation, preventing strategic drift.

A corporate purpose statement is ineffective if it remains a slogan on a website. The industry's most significant failure is not operationalizing its mission by taking it 'off the wall and putting it into the hearts and hands' of every employee through intentional, individual connection.

After her mother died, having endured a toxic work culture while sick, founder Janice Omadeke used that painful memory as a motivator. She baked the mission to prevent others from having that experience into her company's DNA, transforming personal grief into a profound professional purpose.