LinkedIn: Putting purpose into practice: 5 “don’ts” and 3 “dos”

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Charles Wookey, CEO, A Blueprint for Better Business

Read my thoughts in full here

When Blueprint started its work with major companies on purpose in 2014, the first question from many business leaders was why: “Why we should spend time on purpose? What is the business case?”

Now, six years on, the first question is usually how: “We get that purpose matters. How do you do this really well, and how do you assess progress?”

We are learning a lot from the companies we are working with, and a range of thoughtful fellow travellers working in different ways with companies large and small.

Based on our experience this article outlines five don’ts and three dos:

What does a ‘good’ purpose statement look like?

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Amelia Watts, Communications Manager, A Blueprint for Better Business

Last year Unilever CEO Alan Jope, said to an audience at Cannes Lions: “Woke-washing is beginning to infect our industry. It’s putting in peril the very thing which offers us the opportunity to help tackle many of the world’s issues.” He added: “Purpose-led brand communications is not just a matter of ‘make them cry, make them buy’. It’s about action in the world.”

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Purpose and culture

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Soulla Kyriacou is COO of A Blueprint for Better Business

Purpose is having a moment. From Larry Fink’s letter to CEOs back in 2018 to the changes in the UK  Corporate Governance Code, and more recently the statement on purpose from the US Business Roundtable. There is now a growing expectation that every business should be clear about its purpose.

Investors can play a significant role in advancing the purpose movement through their investment decisions and active ownership as well as through themselves being purpose-led businesses.

Writing for the Investment Association, Soulla explores the link between purpose and culture.

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