Aligning the Purpose, Vision and Strategy for the Sustainble Success of the Organisation
DOI:
https://doi.org/10.37886/ruo.2025.010Keywords:
coordination, purpose, vision, strategy, sustainable success, organisation, competitiveness, EFQM, social responsibilityAbstract
Research Question (RQ): How does aligning purpose and vision contribute to achieving sustainable business, social and environmental success?
Purpose: We will explore how the key elements of purpose and vision contribute to an organisation's long-term success and how they increase its competitive advantage. The aim is to identify how their alignment enables organisations to achieve sustainable business, social and environmental success.
Method: The research is based on a combination of a qualitative and quantitative approach. It includes an analysis of selected literature and a survey among employees and management of the selected organization. The theoretical approach includes the EFQM 2020 model, the theory of sustainable development and strategic leadership.
Results: The research has shown that clearly defined and aligned intentions and vision are key to the long-term stability and growth of an organization. Organizations that integrate sustainable practices into their strategic goals achieve better results in terms of employee satisfaction, financial performance and social responsibility.
Organization: The survey findings offer organizations practical guidance for establishing a clear link between an organization's vision and its purpose. This can help them improve internal communication, consequently increasing employee engagement and increasing market competitiveness.
Society: The survey findings offer organizations practical guidance for establishing a clear link between an organization's vision and its purpose. This can help them improve internal communication, consequently increasing employee engagement and increasing market competitiveness.
Originality: The research highlights the innovative use of the EFQM 2020 model to achieve sustainable success. It shows practical cases and offers new insights into strategic alignment of key elements of organizational success.
Limitations/Future Research: The research was limited to the collected and reviewed literature and the results obtained from participants of a specific organization. The research could be extended to more organizations, regions and sectors.
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