In the dynamic environment of a growing organization, maintaining a clear sense of purpose is paramount. Just like observing construction amidst the bustling city, it’s a powerful reminder that unity of purpose can easily be obscured by the daily whirlwind of activities, especially during periods of expansion. Drawing from my experience at ABQid in Albuquerque, I’ve been exploring frameworks to help businesses solidify their purpose and principles as cornerstones of strategic planning. Two models stand out: the traditional Mission/Vision/Values (MVV) framework and Simon Sinek’s compelling Why/How/What (WHW) model. This article will delve into both, advocating for WHW as a more effective approach to not only define purpose but also to strategically implement it.
For nascent startups, the initial fervor often fuels a shared understanding of purpose. However, as the organization matures and stakeholder groups broaden—encompassing staff and boards—articulating strategy becomes challenging without a clearly defined purpose and mission. As depicted in the image below, the core “purpose space” of an organization can become congested, hindering accessibility for stakeholders and potentially leading to stunted or misdirected growth.
Initially, the Mission/Vision/Values (MVV) framework might seem like a natural starting point. Yet, a conversation with a board member steered me towards Sinek’s Why/How/What (WHW) model, suggesting its superior ability to integrate strategy into the purpose discussion. And indeed, WHW excels at linking purpose to strategic shifts in products, programs, and overall direction.
Sinek’s TED Talk on WHW, a seminal piece in business thinking, succinctly outlines this approach:
While MVV remains a valuable tool, its limitation lies in the potential disconnect from practical application. Organizations can meticulously define Mission, Vision, and Values without explicitly considering their impact on programs, products, or services. In essence, the “Why” can be extensively discussed in MVV without bridging the gap to “How” that purpose is achieved and “What” actions are taken daily to maintain alignment.
Conversely, the WHW model compels organizations to begin with “Why”—the fundamental purpose—as the foundation for subsequent discussions on “How” and “What.” This inherent flow and simplicity make WHW a potent framework for embedding purpose into the operational fabric of a business. By starting with Why, organizations can ensure that their How and What are genuinely aligned with their core beliefs and strategic objectives.
In conclusion, while both MVV and WHW offer pathways to clarifying organizational purpose, the Why/How/What framework provides a more strategic and actionable approach. It ensures that purpose is not just a statement but a driving force that shapes strategy and daily operations, fostering a more cohesive and purpose-driven organization ready for sustainable growth.
