People buy from people. In this choice-filled, transparent world, consumers engage by recommendation and relevance. You can advertise until you’re blue in the face, but if you’re not part of your customers’ lifestyle and culture, why would they want to spend time with you?
过去，社会更宽容违法行为。您可能会说我们患有文化失忆症。我们可以“忘记”人物，个性，领导者甚至我们尊重的工作的公司的不愉快方面。人们仍然忽略温斯顿·丘吉尔（Winston Churchill）的种族主义言论和查尔斯·狄更斯（Charles Dickens）的pharandering。我们的文化景观充满了数字，如果我们仔细地仔细检查了它们，这将使我们失望。然而，他们以多种方式丰富了我们的生活，以至于我们擅长将内容（书籍，绘画，政策）与个人分开。我们可以同意前者而不喜欢后者。
In the case of companies, we tended to do the same. We were on the same page after all: They maximized profits while we maxed out our credit cards. Amnesia was comfortable. The age of transparency changed this. The tensions became uncomfortable. We developed memories like elephants rather than goldfish. We remembered the sweatshops, the guzzling of coal, and the greediness of bonuses. We remembered the excess and the hypocrisy, especially when it came at a cost to the people. And today, when hitting Facebook’s “like” button adds a brand to our own timeline and our own sense of purpose, we think carefully about what we are aligning ourselves with and why.
修补分裂
一些公司试图通过肤浅的企业社会责任（CSR）倡议来解决这种尴尬的混乱，或者是战略性的“抵消”，这是一种反应性的，旨在消除企业令人尴尬方面的反应性，典型企业政策。银行保持贪婪，但继续向艺术投入资金。种植了森林，无家可归的庇护所收到了讲义。因此，公司的良心 - 让我们承认，消费者也得到了放松。
但是企业社会责任不能替代激情。Mohr，Webb和Harris的2001年哈佛研究表明，尽管CSR活动激发了公司的更积极的形象，但远不能确定客户会因此而改变其购买行为。作为现代辨别客户，我们需要更多。就像我们的公共英雄一样，我们想要的公司是由明确而透明的目标感驱动的一致性和诚实。我们可以与自己保持一致的目的。一个使我们前进的目的。
Wait a minute! Societal purpose? Bringing meaning to people’s lives? Isn’t that what NGOs, charities, and governments are for? Why does social purpose matter to business?
Purpose is motion
And there’s the rub. The belief that having a “purpose” means “being social” relegates it to supplementing welfare or offsetting bad deeds with good. This denies it the bigger–and far better–role of playing an active part in the lives and passions of customers.
将目的的公司和组织是他们所做的工作核心对客户和员工的重新激情。他们掌握了品牌的力量，并将其作为永久的力量。这样一来，他们使自己与客户变得难以置信和不可磨灭。
这对业务有好处。社会影响迅速成为广泛，严格的业务指标。越来越多的企业选择将其经济决策明确地将其与环境，社会，劳动和治理努力创造的价值联系起来。联合国全球契约已经在140个国家 /地区拥有8,700名公司成员。
The most effective are those whose openly stated purpose links clearly to progress in the communities in which they operate:
— Unilever, for example, delivers to the bottom of the “economic pyramid” with affordable, micro versions of essential products in developing countries.
— IBM reinvented itself around a renewed purpose of creating a “Smarter Planet,” an impressive example of a company finding a renewed purpose for its organization and reconfiguring its business to fit.
- GSK正在缺乏健康分配系统的地区为其产品建立医疗保健基础设施。它为有需要的人提供了自己的药物，并在此过程中建立了地方政府无法提供的系统。
- 耐克基金会（Nike Foundation）旨在扩大世界各地女孩和年轻女性的机会，对公平的热情，其当前和未来的客户共享。
— Google’s mission to “Organize the world’s information and make it accessible and useful” is a defining principle for everything it does, informing users where to look for new value from its core advertising revenue streams.
These companies are experimenting with new business models built around a strategic purpose and in a way that is inextricably linked with their corporate strategy.
High-growth companies see ways they can create win-win economic value for the company and the society they have elected to participate in. They’ve learned the lesson that business can create value that is directly connected to the interests of society and shareholders.它不再是被动和反应性的“问责制”，而是一种积极，坚韧，真正抱有对变革的热情，这是创造力和协作的成熟。
Three Case Studies
格雷恩银行
格雷恩银行built its purpose around finding ways to get business funding to individuals in poor communities. it makes small loans to Bangladeshi women and has become a pioneer in the world of microfinance. Its beneficiaries are rural and from low-income groups who are unable to provide collateral.
The bank reduces non-repayment risks by loaning to the whole village, where peer pressure ensures that the village works as a community to pay the loan back, and therefore improves its credit rating for better terms in the future.
BE MORE LIKE GRAMEEN
反向工程师节俭的解决方案来自未满足的需求。
Nike
耐克对1990年代的巨大压力做出了应对，其目的是利用其品牌作为社会和环境创新工具的目的。现在，它有一系列举措，包括GreenXchange，这是一个市场，该市场在追求社会创新方面共享专利和知识产权。
耐克的其他举措包括：开放公司数据；通过N7基金以降低价格提供产品，以降低本地和原住民体育计划的价格；鼓励青少年女孩成为自己社区变革的代理商，耐克基金会提供微贷款来创立自己的业务。
更像耐克
Build a purpose around the current social needs of your future.
Zipcar
Zipcar’s purpose is all about sharing underused utility (in this case, the car) to address the mobility needs of the modern urban resident in an environmentally accountable way. It took on the challenges of overpopulated roads and the high cost of car ownership by creating a car-sharing scheme that shifts customers away from ownership.
The service allows urbanites with occasional or irregular transport needs to access a car for a specific period of time. On average, Zipcar members drive 71% less after joining, cutting Co2 emissions by 24,000 tonnes every year.
BE MORE LIKE ZIPCAR
在人们摆脱现有传统的领域中寻找积极的目的。
这个故事是沃尔夫·奥林斯（Wolff Olins）的游戏改变者报告的一部分。在这里阅读其余的.
[图片：Clara/shutterstock]