Purpose

Purpose is the moral imperative that inspires others to follow. It provides meaning and direction, but unlike vision statements or "why" slogans, purpose is not fixed — it evolves from the choices we make and the paths we take.

In the strategy loop, agreeing upon purpose is the first essential step. It should contain a moral imperative — something worth following that provides the foundation for all subsequent strategic decisions.

What is Purpose?

Purpose is not where strategy begins but where it leads. It emerges as a consequence of strategic decisions, not as a timeless essence waiting to be discovered. Purpose is a cultural and historical heritage created by an organization's strategic play.

Purpose vs. Vision vs. "Why"

Purpose differs from traditional business concepts:

Vision statements: Often aspirational and static
"Why" slogans: Popularized by Simon Sinek, but starting with "why" without situational awareness is not strategy
Purpose: A moral imperative that evolves from strategic choices and provides meaning worth following

How Purpose Evolves

1. Origin

Purpose may begin as something given (e.g., "defend the realm" in military contexts) or inherited from early strategic choices.

2. Shaped by Decisions

Every "why here over there" decision alters the cultural heritage of the organization:

Pivoting to a new product or market
Exiting unprofitable segments
Acquiring complementary capabilities
Transforming business models

3. Re-creation

Purpose can be redefined entirely when organizations pivot:

Odeo (MP3 sharing) became Twitter (social networking)
Ludicorp (online gaming) became Flickr (photo sharing)
Nokia began as a paper mill, became a rubber company, then a telecoms giant

Examples of Purpose in Different Contexts

Military Context

Purpose: "Defend the realm"

A given moral imperative that provides clear direction
Inspires sacrifice and commitment from followers
Relatively stable but can evolve with changing threats

Business Context

Purpose: Transient and adaptive

Shifts as markets evolve and technologies commoditize
Responds to new opportunities and competitive pressures
Must remain compelling to inspire followers

Common Misconceptions About Purpose

"Purpose = Why"

Starting with "why" without situational awareness is not strategy. It's either blind luck or copying others. Purpose is not the same as Simon Sinek's "Start With Why" approach.

The Wardley Mapping Perspective: Strategy starts with "where" — understanding the landscape and possible moves. Only then can we decide "why here over there?"

"Purpose Never Changes"

In reality, purpose shifts over time as organizations make strategic choices. Nokia's purpose transformed with each major strategic move, from paper manufacturing to telecommunications.

"Purpose is Fixed from the Beginning"

Purpose emerges from decisions, not as a pre-existing truth. It's a living outcome of the choices made while navigating the strategic landscape.

Purpose in the Strategy Loop

In the strategy loop, purpose serves as the foundation for all strategic thinking:

1. Purpose (First Step)

Establish the moral imperative worth following
Define what business outcome matters most
Create alignment around shared meaning

2. Landscape Analysis

Map current capabilities and constraints
Understand what resources are available

3. Climate Assessment

Analyze external forces and market dynamics
Identify opportunities and threats

4. Doctrine Application

Apply universal principles for strategic success
Ensure decisions align with established best practices

5. Gameplay Execution

Take specific actions to achieve the purpose
Measure outcomes and adapt as needed

Why Purpose Matters in Wardley Mapping

Binds People Together

Purpose provides the moral imperative for collective action, creating unity around shared goals and values.

Explains Commitment

It helps explain why followers commit to your chosen strategic path, even when faced with uncertainty or setbacks.

Reminds Strategists of Flexibility

Purpose reminds strategists that it's malleable — not a static truth, but a living outcome of the choices made on the map.

Guides Strategic Decisions

Every strategic choice should be evaluated against whether it serves the organization's evolving purpose.

How to Develop Purpose

1. Start with Current Reality

Understand your current position and capabilities
Map your value chain and user needs
Identify what you're uniquely positioned to do

2. Consider Moral Imperative

Ask: "What is worth following?"
Identify values that inspire commitment
Ensure purpose serves broader societal good

3. Embrace Evolution

Recognize that purpose will change over time
Plan for strategic pivots and transformations
Build organizational flexibility

4. Test and Validate

Ensure purpose resonates with followers
Measure engagement and commitment
Adjust based on feedback and outcomes

Strategic Implications

Competitive Advantage

Organizations with clear, compelling purpose can:

Attract and retain top talent
Build stronger customer loyalty
Navigate uncertainty more effectively

Risk Management

Without clear purpose, organizations risk:

Strategic drift and confusion
Loss of employee engagement
Inability to make coherent decisions

Organizational Health

Purpose provides:

Shared direction for all decisions
Foundation for cultural development
Framework for evaluating success

Application to Wardley Mapping

When mapping purpose:

Map Current Purpose

Identify what currently motivates your organization
Map how purpose has evolved over time
Understand gaps between stated and actual purpose

Identify Evolution Opportunities

Look for strategic choices that could reshape purpose
Consider how market changes might require purpose adaptation
Plan for purposeful transformation

Align Strategy with Purpose

Ensure all strategic moves serve the evolving purpose
Use purpose as a filter for evaluating opportunities
Build purpose-driven competitive advantages

Key Principles for Purpose Development

Start with Strategy: Purpose emerges from strategic choices, not the other way around
Include Moral Imperative: Purpose must be worth following and inspiring
Embrace Evolution: Purpose changes as organizations make strategic moves
Test with Followers: Ensure purpose resonates and motivates commitment
Align with Actions: Every strategic decision should serve the evolving purpose

Conclusion

Purpose is not where strategy begins but where it leads. It is the moral imperative that draws people to follow, shaped and reshaped by the choices made while navigating the strategic landscape.

In the strategy loop, purpose provides the foundation for all strategic thinking, ensuring that every decision serves something worth following. By embracing purpose as an evolving outcome rather than a fixed truth, organizations can build more adaptive and compelling strategic direction.

Purpose provides the moral foundation for strategic success. Learn more about the strategy loop, doctrine, and gameplay to understand how purpose integrates with broader strategic frameworks.