PURPOSE APPEARS SILOED
At a functional level, Purpose is siloed, with strategy and marketing presenting barriers to company-wide adoption.
When looking at various departments, there are additional indicators of insufficient pull-through, especially among specific functions. While employees in human resources see the value and understand accountability to Purpose within their roles, individuals in marketing and strategy are less likely to apply this to their job responsibilities.
When asked if their company’s Purpose gives them meaning in their work, there are differences of upwards of 35 percentage points with 70% of employees in human resources strongly agreeing to this statement, but only 36% of marketers and 32% of strategists strongly agreeing. Employees in the strategy function are also the least likely to see how their work contributes to their company’s overall Purpose (38%). Less than two-fifths of employees in marketing (39%) and strategy (36%) strongly agree they are accountable to act in line with their company’s Purpose.
Percentage of employees in different functions who strongly agree: