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Purpose-driven companies evolve faster and outperform competitors: Future focused leaders know the value of being purpose-driven – Fortune, Forbes, McKinsey, and Harvard Business Review have all validated this approach. But clearly articulating the enterprise's 'purpose' only achieves significant results if the shareholders and constituencies who invest in the operation have a means to assess performance outcomes as a consequence of purposefulness being put it into practice – Key Performance Indicators
GOODconsultants guiding leaders and their teams in the development of their purpose strategy using their proprietary approach in order to achieve transformational change can expect to be able to measure outcomes against purposefulness. When high performing professional consultants are engaged typically they drive impressive and tangible results. In the corporate world operations such as the DuluxGroup, Goodman Group, Nippon Paint Holdings, Workwear Group, Fire and Rescue NSW, et al report that their outcomes for clients and others has been the result of embracing PURPOSFULplanning.
Typically PUBLIC SERVICE OPERATIONS, and the politicians who rely on them to deliver 'policy outcomes', avoid statements of purpose in deference to MISSIONS and VISIONS. Both are elastic and unmeasurable and failure to achieve has less consequence. As a metaphor here, ask almost anyone what Apex Gold Mining Ltd is there to do and most/many people will to tell you that they are there to make a profit. That is quite wrong as they exist to recover gold as a resource from the earth's crust albeit that their OBJECTIVE might be to deliver a profit and dividend for investors and as a consequence of THEcompany fulfilling its PURPOSEFULNESS.
Anyone who wants to test this idea could take themselves to a bank and/or along to a group of investors asking them lend them say $1Million in a mine in order to pay them back with interest as an outcome of being lent THEmoney. As is said in THEbush ... GOODluck with that strategic approach!!
That said, it is clear to see that without consulting MEANINGFULLY with the municipality's constituency, and purposefully, the strategy in hand is faulty and putting any KPI's in place will no doubt be the equivalent of 'herding cats'.
Council's constituency has a right to expect ACCOUNTABILITY & TRANSPARENCY but this plan arguably has all the characteristics and distinguishing traits of an investigation being carried out in smoke filled room with mirrors flashing. Ratepayers, residents and investors deserve something more than what is on offer!
In short, this STRATEGIC POLICY INITIATIVE is a CLAYTONSplan – what you have when you are not really having one!!
Tandra Vale: mycommunitytasmania@gmail.com
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