Customer Reviews

Purpose: The Starting Point of Great Companies

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Obviously, there is a direct link between motivation and purpose, and, between purpose and behavior. Obviously, motives, purposes, and behavior varied significantly among those centrally involved in events which occurred on September 11, 2001. Some flew planes into buildings to kill as many people and create as much damage as possible; others (passengers aboard United flight 93) sacrificed their own lives to save others'. My point is, that there are all kinds of purposes...and then there is Purpose as Nikos Mourkogiannis defines it: "Purpose is your moral DNA. It's what you believe without having to think. It's the answer you give when you're asked for the right - as opposed to the factually correct - answer."

Mourkogiannis carefully organizes his material within three Parts. In the first, he introducing the dimensions of what he considers Purpose to be, explains its real value, and then suggests what Purpose is not. In the second, he shares "great stories" of Purpose, citing as examples, Thomas Watson, Sr., Warren Buffett, Sam Walton, Henry Ford, and Siegmund Warburg. Then in Part III, Mourkogiannis explains how Purpose builds greatness. And examines its relationship, indeed its interdependence with a high level of morale, breakthrough innovation, competitive advantage, effective leadership, and productive action.

Ford exemplifies those who have purposes which are both admirable and contemptible. When testifying as a defendant in a lawsuit, he was asked what he was trying to do. "Ford replied that he was trying to employ as many workers as he could, give them good wages, provide the public the benefit of a low-priced car, and `incidentally make money.'" He lost the case. However, over time, "Ford's Purpose devolved into a non-competitive strategy. The whole management team could share Ford's Purpose, but once the competitive started to change [to his company's disadvantage], that lockstep commitment didn't matter. Ford was not interested in innovation, or making customers happy, or even excellence for its own sake. Ford's Purpose made it hard for him to adapt." As a result, Ford became more and more isolated, "while the organization was held together by its own momentum, or even fear, rather than by Purpose." Ford refused to change or grow. "And so the hero outlived his Purpose."

Throughout Mourkogiannis' comprehensive, eloquent, and probing narrative, he includes a number of reader-friendly devices which focus on a cluster of key points. For example, on page 153, he provides "four preparations that always have to be made for any collective action" and comprise the acronym TIME: Think (i.e. devise a direction or outline plan), Inspire (i.e. generate collective support for the given direction and the nature and extent of action required), Mobilize (i.e. make certain that everyone involved agrees to cooperate and to accept specific roles and their inherent obligations), and Empower (i.e. devise and establish the systems needed to achieve and sustain momentum). In the same chapter, "purpose and Leadership," Mourkogiannis also includes several "table," each of which consists of a checklist. For example, "Seven Questions to Discover Purpose" and "How to Discover Purpose and Develop Strategy." I think these and other devices will be facilitate and accelerate review of key points, a process which should be conducted frequently and carefully.

I agree with Mourkogiannis that Purpose (as he defines it) is the primary source of achievement, reveals the underlying dynamics of any human activity, and is "all that successful leaders want to talk about - although they do not use the word itself." I hope that this brief commentary has not incorrectly suggested that this book is simply an anthology of simplistic generalities, bromides, clichés, etc. On the contrary, Mourkogiannis' observations are in response to specific, sometimes unpleasant realities, and his suggestions are eminently practical. That said, I feel obligated to add principled application of his recommendations must have Purpose, as must the objectives to be achieved, and those embarked on this process must anticipate and be fully prepared for the difficulties which inevitably await them. They must themselves possess Purpose individually and cultivate it in others.

Those who share my high regard for this volume are urged to check out Jim Collins' Built to Last and Good to Great, Michael Ray's The Highest Goal, James O'Toole's Creating the Good Life, David Maister's Practice What You Preach, Lao Tsu's Tao Te Ching, David Whyte's The Heart Aroused, and Rick Warren's The Purpose-Driven Life.

This book's singular message is this: to succeed and win, great companies need to have a purpose that has a moralistic bent to it that everyone can jump on board with and follow. This purpose will drive your strategy and values (which will come effortlessly after you figure out what your purpose is.)

This is different from the over-done and often useless "mission" and also different from the a-moralistic "vision" which sets out a path for the future. Purpose by contrast, puts a stake in the ground about what your company believes in at its core. Purpose is a direction for the company but not necessarily a snapshot of its destination. It provides a clear path whereby you can check all activities against (is what I'm doing in line w/ the purpose?).

Nikos argues that Purpose is not merely a motivational tool but an objective in itself that can be enduring. A company's purpose can change over time - perhaps with the change of leaders like Welch to Immelt (who went back to the "discovery" angle). Also leaders (like Steve Jobs) can take a purpose from company to company over his career.

The book takes you through the journey of defining what is a purpose vs. a mission and a vision, and gives you examples you can sink your teeth into. He lays out four main types of purpose and examples of companies that are each:
1) Discovery - rooted in intuition that life is a kind of adventure. Example: Apple and their goal to always come up with the new / most innovative products (esp. in comparison to Microsoft who clearly follows a different path).
2) Excellence - implies standards and purports the belief that excellent performance in our role in life represents the supreme good. Example: Warren Buffet
3) Altruism - a purpose built in serving its customers in a way that is beyond standard obligation. Example: Wal-Mart, Body Shop
4) Heroism - demonstrates achievement (often with a charismatic and visionary leader) Example: Ford, Microsoft

Then he helps you determine your company's purpose by answering a few key questions and provides examples of great companies and the tie between purpose and morale. He covers how leadership and purpose are intertwined and gives a step-by-step approach for discovering, testing and communicating your purpose.

While this book is in a way a pitch to hire his firm (subsidiary of Booz Allen), there are certainly some good nuggets of information and thought provoking ideas you can take away in any business environment. Recommended!

Nikos Mourkogiannis nails it down with this book, PURPOSE. A very well written, informative and no non-sense work which will inspire every purpose-driven entrepreneur. I personally appreciated a lot the chapter "Purpose and Morale." This is so true that people will work harder and better in a purpose-driven environment. In my 20+ years of experience in training and coaching business owners from all over the world, I have observed and witnessed what a good, strong and ethical purpose can do to a business and its employees.

I strongly recommend this book to every business starter as well as to every executive who works hard at raising his/her business competitiveness. It is a tough world out there and PURPOSE can help. In fact, if you duplicate Mr. Mourkogiannis' intentions and attempted message, you will definitely see a big change in your profitability.

Patrick Valtin,
President/CEO M2-TEC USA, Inc.
Author of the book "No Fail Hiring."

Mourogiannis title says it all - Purpose - the Starting Point of Great Companies.

He makes the case that purpose comes before strategy. He makes the case that purpose provides a powerful inspiration that helps make companies great and enduring.

From the book:

"Leadership is the ultimate advantage. When it's present, it makes all other advantages possible. And poor leadership can turn even the best advantage into a disaster.

If leadership is genius, then it is only effective because it is tightly linked to management. Leadership does not float in and out of an enterprise linke an inspiring butterfly coming in the window; its's not charismatic words and great deeds served up without context. Like everything else, leadership has to work on a daily basis."

it is a good book - well written. Captivating actually.

I recommend it.

While billions of people go to work daily, few have any sense of the ideals that drive their companies. That's no surprise. Few companies have any. Enter Nikos Mourkogiannis, with this inspirational and informative book on one of the business world's biggest problems. Companies without a purpose are rudderless, which is a problem for shareholders, employees, suppliers and customers. "Purpose" is a difficult concept to explain because it is so abstract, but patient readers will benefit from Mourkogiannis' insights and research. He occasionally gets bogged down in philosophical discussion, which he has trouble connecting to his profiles of purposeful business leaders. Nevertheless, his detours are tolerable, since they ultimately lead you to a new view of leadership. We recommend this study to CEOs, aspiring CEOs and iconoclastic business students.

Nikos has identified four key components of the moral context in which work can be pursued in an ethically-conscious corporate culture. He critically raises the bar but could ground his admirable attributes to more concrete activities such as those mentioned in the The Fourth Dimension(Hickman,Bott,Berrett,Angus)1996.

Excellance could be linked to the PowerWork(tm)concept. Heroism could be joined to NetWork(tm), and Discovery to ValueWork(tm), while Altruism to the general Metawork idea. In this way each dimension of work is clearly identified with a high-value purpose.

Purpose. The Starting Point of Great Companies. Nikos Mourkogiannis. 2006. ISBN 139781403975812. How to restore confidence and make money at the same time. A very insightful book on people and companies. well written, clear ,very well researched, with valuable appendices. Lessons learned? Not all companies have a Purpose - but enduringly successful ones do. And the essential question," what are we competing for?"