The average life span of today’s Fortune 500 corporation is 40 to 50 years.

One of the reasons for premature death is that management tends to cling to the status-quo. When leaders fails to see changes in the outside world, or can only react with a business-as-usual response, even ubiquitous companies like Polaroid have been seen to perish.

Companies with a clear identity last longer.

What has been seen to enhance leaders’ respond-ability to outside change, is groundedness in a clear identity which makes change less of a threat. When this identity is shared by their employees, it creates buy-in and the ability to make choices. As employees know why they do what they do, changing the How and the What becomes safer.

An orientation towards a core identity enables people to stay open and adapt to change. How open are your people?

And what do you do in order to build the leadership capacity of your managers, to tap into the creative potential of your people, and to align the stakeholders along your supply chain behind your „Why?“

Do your people know why they do what they do, when working for you? Or is your vision and mission statement just words they cite sarcastically behind your back?

And what about your customers? Do they trust that you create products which help them consume with integrity?

Creating a shared identity is not rocket science. The answer to the question of identity lies within your ecosystem: in your interaction with customers, in your dealings with suppliers, and in the hearts and minds of your people.

Enquiring into the shared Why, rather than announcing your vision top down, will unleash an unknown energy and innovation potential.