In the great history of globalization, of which the planetary pandemic of COVID-19 was the latest episode, the success of any strategic project depends on its ability to project itself into the future around a company that is unified (its activities, territories and teams), exemplary (its commitments), integrated (the complementary nature of its businesses) and sustainable (its ability to innovate and develop new models).
Faced with a more complex, interconnected and fragile world, defining a company's purpose and reflecting on its operational implementation within the company is a necessary counterpart to the strategic exercise, in order to meet the challenges:
- business development by redefining business models and their sustainable future
- internal cohesion around a
dynamic of meaning and unified commitment
- outreach teams in the regions and to your stakeholders.
To achieve this, we need to take into account the company's history, the structure of its reference shareholders and the organization of its business lines, in order to provide a unique response, specific to each company, to the question of reconciling the social interest (that of the company) and the general interest. This approach also represents a particularly strategic challenge for the company's development. Particularly at a time of uncertainty, questioning and new expectations on the part of customers, consumers and society at large.
This is all the more true for companies whose activities involve new challenges, whether related to the protection of natural environments, global warming, local social contribution or other issues.
These are all subjects of debate, polarization and commitment on which the company will be expected to act by its stakeholders, whether they be tomorrow's talents to recruit or future customers to win over.
Through this process of defining a statutory purpose and its implementation by its business units, the companies are demonstrating their commitment to contributing to the collective success of the regions in which they operate:
This voluntarism often proves to be a long-term winner for companies that know how to make it a cornerstone of their strategy, like the American company Patagonia, a pioneer in this field in the warehouse sportswear sector.