Our services
Who we help
We help large corporations, small and medium-sized businesses, academic institutions, government entities, professional sports teams, philanthropists, professional athletes and celebrities, and/or those with wealth looking to select or refine investment priorities and implement an impactful charitable giving program, aligning purpose and values with priorities and execution plans that drive social impact.
How we help
Carefully selected community priorities can drive alignment – and once embedded in a well-designed framework, key messaging can drive strong communications. Likewise, well-designed engagement programs can give employees a sense of purpose and belonging and provide other key stakeholders with opportunities to share and participate, driving engagement, loyalty and trust. When coupled with strong governance, policies, systems, processes, and controls, a program can become efficient and transparent, reducing risk and improving results. Tracking and reporting should be part of any program. With impact measurement in place, short-term results and long-term impact can be tracked, aggregated, reported, and leveraged with important stakeholders. Whether you are looking to set up a function, develop a strategy, or improve a program, learn more about how OnPurpose [squared] can support your efforts.
Why we help
Strategy
Almost 9 out of 10 consumers correlate purpose with reputation, with over three-quarters of consumers agreeing that it’s not enough for a business to make money and employee people – they must positively impact society as well. Three quarters of Americans also agree they are more likely to trust a company that leads with purpose.
Employees
Employees are the most important stakeholder to a company achieving long-term success and they expect their employers to be committed to social issues. In fact, more than four out of five employees say that having meaning in their work is more important than ever, and that they will only work for purpose-driven organizations.
Executives
Executives agree it is more important to them now than in the past to understand the needs and concerns of all their stakeholders: four out of five say it’s challenging to know if, when and how to address hot-button social issues and that they need more resources and help to navigate social issues.
