Boards must drive the effort to answer a fundamental question: Why does our organisation exist?

LINK TO FULL ARTICLE

 I came across a great article on Strategy+Business by Sally Blount and Paul Leinwand titled “In a crisis, companies must know their purpose”—and it’s well worth a read. I wanted to share a few key takeaways for those of you thinking about governance, leadership, and long-term value creation.

The article highlights something we strongly believe in at The Agile Director: that a clearly understood and lived organisational purpose is one of the most valuable assets a company has—especially during times of uncertainty. Purpose gives leaders and boards an anchor point when tough decisions need to be made under pressure.

One of the most interesting points is the role of the board of directors in holding this purpose steady. Since directors often serve longer than CEOs, they’re uniquely positioned to steward the long-term purpose of an organisation. And as pressure from investors around ESG (Environmental, Social, Governance) commitments grows, this clarity of purpose becomes even more essential.

The article suggests that companies with a well-articulated and authentic purpose are better equipped to respond to challenges, build trust with stakeholders, and make decisions that align with their values—even under pressure.

In short, purpose isn’t a “nice-to-have”—it’s a strategic asset, and boards have a critical role in making sure it’s real and lived across the organisation.

This idea aligns closely with the design of our GOVERNEX program. In fact, our very first module focuses on helping participants understand and articulate the purpose of their organisation from a governance perspective. We believe it’s impossible to create value—or protect it—without clarity on what your organisation exists to do, and who it exists to serve.

Whether you're an aspiring director, reporting to a board, or already in a governance role, understanding purpose isn't just philosophical—it’s practical. It shapes how strategy is set, how culture is led, and how risk is managed.

If you’re interested in how purpose, governance, and leadership intersect, I highly recommend reading the full article by Blount and Leinwand. You can find it here.  It’s a thoughtful reminder of why purpose matters—and how governance has a key role in making it real.