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an Honest Assessment
an Organization of the future:
keys to being a future-forward company
As a top-performing organization, we know that purpose is both a differentiating factor and a must-have that embodies everything our organization stands for from a historical, emotional, social, and practical point of view.
Mission
As a Future-Forward company, we recognize that a focused mission and distinct purpose helps attract people to join an organization, remain there, and thrive. Our Investors understand why this is valuable and absolutely factor purpose into their decision making: with the rise of environmental, social, and governance (ESG)–related funds this is just one of the ways they acknowledge that purpose links to value creation in tangible ways.
our Vision of the Future
For our organizations, the COVID-19 pandemic and its aftermath have upended life as we know it. The resulting pain, grief, and economic dislocation will be felt long into the future. The first priority for our leaders, therefore, is to lead with empathy and compassion as they revitalize, and reenergize, their exhausted teams and organizations.
As our company faces a post-crisis landscape, we urge the recall Albert Einstein’s view that “in the midst of every crisis, lies great opportunity.” As our organization moves from a mindset of coping to one of competing, we will seize the unique unfreezing opportunity before us to imagine—and create—new systems and modes of operating that are more flexible, integrated, resilient, and ultimately, more human. As an interconnected system that seeks to constantly experiment, fail, learn, grow—and start the process anew when the world invariably changes again.
Our Identity
When trying to organize for a post-pandemic future, our company leaders collectively explain the enterprise-wide mission of the organization to our employees, partners and customers, clearly emphasizing 'who we are', 'how we succeed' and 'where we are going'.
Reinvention
When making or considering bold moves across the imperatives, we strive to be among the top three in our selected industries as measured by total economic profit captured. Clearly, the case for reimagining and reinventing our organization on a periodic basis and taking bold actions has never been clearer. We turn to the organizational imperatives and examine the ways in which we help our organization consistently answer three core questions: Who are we? How do we operate? How do we grow?
