Much has been made about how companies must clearly define the purpose of their business. Apparently such clear demarcation right from its corporate strategy to daily communication allows employees to greater levels of motivation at work. Yet purpose is something which may not always be defined by the founders and the top hierarchy alone but by professionals within the ranks. Purpose may also be a vague concept where the twisting of language can lead to ambiguity. Employees are more likely to choose value to customers over returns to shareholders. Yet shareholders may also be defined as people who have invested either directly or indirectly for social safety. This alters the viewpoint. Companies may choose to put greater emphasis on customers in its communication, yet the purpose ought to be that which is best for different stakeholders and not determined purely by emotional outpour.


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