Book

A Practical Guide to Purpose-Driven Business

Neil Gaught’s CORE: The Playbook is a pragmatic and insightful guide to embedding purpose at the heart of business strategy. Building on his work around the Single Organising Idea (SOI®), Gaught sets out a structured framework for organisations to clarify their purpose and align their operations accordingly. In doing so, he offers a roadmap for businesses seeking to integrate long-term sustainability with commercial success.

The book arrives at a time when traditional profit-maximisation models are increasingly under scrutiny. As environmental, social, and governance (ESG) considerations gain prominence, CORE: The Playbook provides a clear and actionable methodology for companies looking to balance shareholder returns with broader stakeholder interests. Rather than treating purpose as a nebulous concept, Gaught translates it into tangible steps that business leaders can implement to drive meaningful change.

One of the book’s key strengths is its practicality. While discussions around purpose and sustainability often remain abstract, Gaught’s structured approach breaks them down into concrete actions. By guiding organisations through the process of defining their SOI®, he offers a means to move from theory to execution, ensuring purpose is not just an aspiration but a driver of strategy and operations.
Gaught also underscores the role of leadership in embedding purpose within an organisation. Shifting from a profit-first mindset to one that integrates purpose can be challenging, and CORE: The Playbook provides leaders with the necessary tools to navigate this transition. With real-world examples and practical insights, the book makes a persuasive case for why businesses that align purpose with strategy are more likely to achieve sustained success.

Ultimately, CORE: The Playbook is more than just a business strategy manual; it is a compelling call to action for organisations that want to create lasting value. For those seeking to move beyond superficial commitments to purpose and embed it deeply within their strategy, Gaught’s work provides both the inspiration and the blueprint to do so.

A Blueprint for a New Business Ethic

The notion that businesses should serve a purpose beyond profit is not new. But in Net Positive: How Courageous Companies Thrive by Giving More Than They Take, Paul Polman, former CEO of Unilever, pushes this idea further, arguing that companies must actively contribute more to the world than they extract. It is a bold thesis—one that calls for a fundamental shift in corporate priorities from short-term shareholder returns to long-term societal value.

Polman contends that businesses cannot afford to operate in a vacuum, indifferent to their impact on people and the planet. Climate change, social inequality, and political instability, he argues, are not externalities to be managed but existential threats to the very system that enables capitalism to function. Companies that fail to address these challenges will struggle to attract talent, investment, and customer loyalty. The businesses that thrive will be those that embrace a “net positive” mindset—actively working to solve the problems they have helped create rather than merely mitigating harm.

What makes Net Positive particularly compelling is its pragmatism. Polman does not simply issue a moral call to arms; he provides concrete examples of how businesses can adopt this model without sacrificing financial success. He draws extensively on his tenure at Unilever, where he championed sustainability initiatives while delivering strong returns for investors. His argument is not that companies should abandon profitability but that they should redefine success to include their impact on society and the environment.

Leadership, Polman argues, is the linchpin of this transformation. Change of this magnitude requires bold, principled executives willing to challenge the status quo and make difficult decisions. It also demands systemic thinking—businesses cannot drive meaningful change alone but must collaborate with governments, NGOs, and even competitors to reshape market dynamics.

Net Positive is ultimately a manifesto for a more enlightened form of capitalism—one that acknowledges business as a force intertwined with the broader challenges of society. It is not without its unanswered questions; the realities of shareholder pressure, political inertia, and corporate inertia remain formidable barriers to change. Yet Polman’s book is persuasive in its insistence that doing good and doing well are not mutually exclusive.

For business leaders seeking a roadmap to navigate the complexities of the 21st century, Net Positive is an essential read. Polman’s vision is not just aspirational—it is a necessary recalibration of capitalism for a world in which inaction is no longer an option.

A Capitalist Manifesto for the 21st Century

Capitalism, as currently practised, is failing. So argues Rebecca Henderson in Reimagining Capitalism: How Business Can Save the World, a book that seeks to upend the conventional wisdom that firms exist solely to maximise shareholder value. The system, she contends, is driving inequality, environmental catastrophe, and systemic fragility. Yet, rather than advocating for capitalism’s demise, Henderson offers a blueprint for its reinvention—one in which businesses embrace a broader purpose and recognise their role in shaping a sustainable and just society.

Henderson’s central thesis is that companies must move beyond the narrow pursuit of short-term profits. The businesses that will thrive in the future, she argues, will be those that integrate social and environmental concerns into their core strategies. This is not merely a moral argument but a pragmatic one: firms that ignore these shifts risk losing legitimacy in the eyes of consumers, employees, and investors alike.

At the heart of Reimagining Capitalism is a call for systemic change. Henderson is clear that individual companies, no matter how well-intentioned, cannot drive transformation in isolation. They must work within a broader ecosystem—collaborating with governments, civil society, and even competitors to reshape the rules of the game. It is here that she is at her most persuasive: unfettered capitalism, she argues, is not a natural state of affairs but a product of political choices, and those choices can—and must—be reimagined.

The book is not without optimism. Henderson offers concrete examples of businesses that have successfully embraced this model, demonstrating that purpose and profit need not be in conflict.

Yet, for all its strengths, Reimagining Capitalism leaves some questions unanswered. Henderson is vague on how entrenched interests—those with the most to lose from such a transformation—might be persuaded to embrace change. The shift she envisions requires not just corporate will but regulatory and cultural shifts that may be difficult to achieve in practice.

Nonetheless, her argument is compelling. For leaders who recognise that capitalism must adapt or risk collapse, Reimagining Capitalism is an essential read. It does not offer easy solutions, but it does provide a powerful framework for those willing to rethink the role of business in a world that can no longer afford short-termism.

A Manifesto for Business with Purpose

The idea that capitalism can be both profitable and virtuous is not new, but in Conscious Capitalism: Liberating the Heroic Spirit of Business, John Mackey and Raj Sisodia seek to prove that it is not just desirable but necessary. The authors, drawing on Mackey’s experience as co-founder of Whole Foods Market, make the case for a new model of capitalism—one that prioritises purpose alongside profit and seeks to benefit all stakeholders, not merely shareholders.

The book is structured around four tenets: higher purpose, stakeholder orientation, conscious leadership, and conscious culture. These principles, the authors argue, provide the foundation for a more sustainable and ethical approach to business. The emphasis on leadership is particularly compelling—Mackey and Sisodia insist that truly “conscious” leaders must be driven by a clear sense of purpose and a commitment to the well-being of employees, customers, and society at large. The challenge, of course, lies in reconciling these ideals with the relentless pressures of quarterly earnings and shareholder expectations.

Their argument aligns with a growing movement that sees purpose not as an add-on but as a strategic imperative. It is an idea championed by Neil Gaught & Associates (NG&A), whose Single Organizing Idea (SOI®) methodology helps businesses embed purpose at the heart of their operations rather than treating it as a marketing slogan. Both frameworks reject the traditional corporate social responsibility (CSR) model in favour of a deeper integration of values into business strategy.

While Conscious Capitalism is persuasive in its optimism, it occasionally underestimates the structural obstacles to change. The book is replete with case studies of companies that have embraced this ethos, but less attention is given to firms that struggle with the transition or those operating in industries where short-termism remains deeply entrenched. For sceptics, the argument may feel overly idealistic—though given the growing demand from consumers, employees, and investors for businesses to take social impact seriously, the direction of travel seems clear.

For business leaders seeking to align commercial success with a broader societal mission, Conscious Capitalism serves as both an inspiration and a challenge. It does not offer all the answers, but it makes a strong case that the future of capitalism will belong to those who find ways to balance purpose with profit.

The Power of Purpose in Leadership

In the crowded genre of leadership literature, few books have been as influential as Simon Sinek’s Start with Why. With an argument as simple as it is compelling, Sinek contends that organisations and leaders who articulate a clear and authentic sense of purpose—what he calls their “Why”—are more likely to inspire loyalty, foster innovation, and achieve long-term success.

At the heart of his thesis is the “Golden Circle” model, which distinguishes between what a business does, how it does it, and—crucially—why it exists. While most organisations can competently explain the first two, few articulate the third with clarity. Those that do, Sinek argues, create stronger connections with employees and customers alike, driving engagement and performance. The case studies he presents—Apple, Martin Luther King Jr., and the Wright brothers, among others—support his point well, though at times they lean towards hagiography.

His insights into leadership resonate particularly in an era when businesses are under pressure to demonstrate their social and environmental value. Sinek’s argument mirrors the thinking behind the Single Organizing Idea (SOI®) methodology championed by Neil Gaught & Associates (NG&A), which helps firms embed purpose at the heart of their decision-making rather than treating it as an afterthought. Both frameworks reject the notion that profit and purpose are mutually exclusive, instead positioning a clearly defined mission as a source of sustainable competitive advantage.

One of Start with Why’s strengths is its accessibility. Sinek writes with the ease of a TED Talk speaker—unsurprising, given his viral success on that platform—making his ideas digestible for leaders at any level. But while the book makes a persuasive case for the importance of purpose, it is less concerned with the practicalities of implementation. The challenge for many executives is not recognising the value of purpose but embedding it within complex organisations where short-term pressures often dominate.

Despite this limitation, Sinek’s core message remains valuable: true leadership is not about pushing products or managing numbers but about articulating a vision that inspires action. For business leaders seeking to create organisations that endure, Start with Why offers a useful, if sometimes idealistic, guide to the power of purpose-driven leadership.

A Business Case for Purpose

Corporate purpose has long been a fashionable phrase in boardrooms, but too often it is little more than a veneer. In All In, David Grayson and Chris Coulter argue that true commitment to sustainability and responsible business practice is not just desirable but essential. More than a moral imperative, it is, they contend, a source of competitive advantage. Their thesis is clear: firms that embed social, environmental, and economic responsibility at their core will be the ones that thrive.

The book distinguishes itself from the well-trodden corporate social responsibility (CSR) discourse by rejecting incrementalism. Instead, the authors advocate for a fundamental shift in how businesses operate. They present a wealth of case studies illustrating how companies that fully integrate sustainability—not as a siloed function but as a guiding principle—outperform their competitors. The argument is well-reasoned, if at times overly optimistic about the pace at which corporate culture can change.

A particular strength of All In is its focus on leadership. Grayson and Coulter make the case that sustainability cannot be delegated to a department or a report; it must be championed at the highest levels.

Another of the book’s key insights is the shifting expectations placed upon businesses by consumers, investors, and regulators. As sustainability credentials become a determining factor in market positioning and access to capital, firms that fail to take a long-term view risk being left behind. The authors argue convincingly that this is no longer a matter of corporate goodwill but of business survival.

If there is a shortcoming, it lies in the lack of discussion on the systemic barriers to change—short-term shareholder pressures, entrenched executive incentives, and regulatory inconsistencies all pose formidable obstacles. While All In provides a compelling vision, some readers may wish for more detail on overcoming these challenges.

Nonetheless, for executives seeking both a moral and commercial rationale for going “all in” on sustainability, this book offers a persuasive case. Its central message—that firms must embed purpose deeply or risk obsolescence—will resonate with those who see business as a force for good, rather than merely a generator of quarterly returns.

Purpose, Profit, and the Future of Business

In CORE: How a Single Organizing Idea Can Change Business for Good, Neil Gaught presents a compelling argument for the integration of purpose into business strategy. At the heart of the book is the concept of the Single Organizing Idea (SOI®)—a methodology designed to help companies define and embed their core purpose into everyday operations. Gaught moves beyond theoretical discussions, offering a structured, practical approach for organisations seeking to align their purpose with profitability and long-term impact.

Gaught challenges businesses to move beyond rhetoric and truly embody their stated values. The SOI® framework enables firms to unify strategy, operations, and culture around a guiding principle, demonstrating that financial success and social responsibility are not mutually exclusive. He argues that organisations which fail to embrace this shift risk becoming obsolete in an era increasingly shaped by environmental, social, and governance (ESG) concerns.

The Structure of CORE
Gaught’s book is structured in three sections, each building towards a roadmap for implementing an SOI.

Part 1 – A Change of Fortune
The opening section introduces a fictional narrative to illustrate the pressures facing modern businesses. It highlights how evolving societal expectations, technological advancements, and shifting economic models are challenging traditional corporate structures. This engaging storytelling device sets the stage for Gaught’s argument that a purpose-driven approach is essential for long-term viability.

Part 2 – The Case for Change
The second section explores the forces reshaping capitalism, including the decline of corporate social responsibility (CSR), the rise of stakeholder-driven values, and the growing influence of digital transparency. Chapter 6, Turning the Dial, is particularly insightful, as it introduces the SOI methodology and outlines ten key benefits of adopting this approach.

Part 3 – Changing for Good
The final section provides a step-by-step guide for implementing an SOI. It breaks down the process into three phases:
Identifying: Tools for stakeholder analysis, social contribution assessment, and market positioning.
Defining: Crafting a clear and compelling SOI that aligns with strategic objectives.
Aligning: Embedding the SOI across communications, products, services, operations, and company culture.

Real-world case studies from Gaught’s extensive consulting experience illustrate the tangible benefits of this framework.

Why CORE Matters

Unlike many books on corporate purpose, CORE does not merely advocate for change—it provides a blueprint for action. Gaught’s SOI methodology offers businesses a structured approach to integrating purpose into their strategy, ensuring that social responsibility and commercial success reinforce rather than undermine one another.

In an era where companies are under increasing scrutiny to prove their broader value, CORE is essential reading. Whether an organisation is defining its purpose for the first time or refining an existing mission, Gaught’s insights provide a practical and persuasive guide for leaders determined to align business with a greater good.

Rethinking the Corporation’s Role in Society

Colin Mayer’s Firm Commitment: Why the Corporation Is Failing Us and How to Restore Trust in It is a sharp critique of the modern corporation and its deviation from its original purpose. Mayer argues that businesses have prioritised short-term profits and shareholder returns at the expense of broader societal needs. He calls for a reimagined form of capitalism—one that serves not just investors but also employees, customers, communities, and the environment.

Mayer’s analysis is both timely and persuasive, delving into the pressures that have led businesses to forsake long-term value creation. He warns that corporate governance, fixated on quarterly earnings and stock performance, has contributed to declining trust in institutions. His prescription is radical yet pragmatic: companies must embed responsibility at their core, ensuring they generate sustainable benefits for all stakeholders.

One of Mayer’s most compelling insights is his assertion that corporations must evolve to address pressing global challenges, from climate change to economic inequality. He argues that the structures of modern business must change to foster accountability, resilience, and long-term thinking—shifting the focus from ownership to stewardship.

Mayer’s call for a fundamental shift in corporate governance resonates with an increasing consensus among business thinkers: the shareholder-centric model is outdated. Instead, firms that integrate purpose into their strategy will be best positioned to navigate the complexities of today’s world. In Firm Commitment, Mayer provides a compelling roadmap for a new corporate paradigm—one that restores trust, balances profitability with responsibility, and redefines success for the 21st century.

A Blueprint for Business Survival in a Changing World

Gary Hamel’s What Matters Now is a rousing call to arms for business leaders seeking to navigate the turbulence of an ever-evolving landscape. In this incisive work, Hamel identifies five critical pillars for future success: values, innovation, adaptation, human capability, and strategic intent. The book argues that in an era of relentless disruption, firms must not merely react to change but redefine the very foundations of their business models to remain relevant.

One of Hamel’s most striking assertions is the primacy of values. In an age when stakeholders demand more than just financial returns, he makes a persuasive case for companies to embed their core principles at the heart of their operations. The best businesses, he contends, are those that align their values with their actions, cultivating a sense of purpose that resonates deeply with employees and customers alike.

Hamel also underscores the importance of innovation and adaptation. Rather than simply reacting to shifting market conditions, he argues that firms must develop the capacity for continuous reinvention. Businesses that cling too tightly to outdated models risk irrelevance, while those that embrace experimentation and agility will be best positioned for long-term success.

Equally vital is the role of human capability. Hamel highlights the necessity of unlocking employee creativity and fostering a culture of continuous learning. He contends that an empowered workforce is not merely an asset but a fundamental driver of sustainable competitive advantage.

At its core, What Matters Now offers a framework for businesses to future-proof themselves by focusing on values, human capital, and agility. In a world where change is the only constant, Hamel’s book serves as a timely reminder that the most resilient companies will be those that remain steadfast in their commitment to purpose. For business leaders intent on making a lasting impact while ensuring their firm’s continued relevance, What Matters Now is essential reading—thought-provoking, insightful, and ultimately, a catalyst for action.

A Vision for Business Beyond Profit

In Beyond Business: An Inspirational Memoir from a Visionary Leader, John Browne, the former CEO of BP, offers a reflective account of his extraordinary career, intertwining personal insights with a broader meditation on leadership, business, and the evolving notion of corporate responsibility. This memoir is not simply an exercise in self-congratulation but rather a profound exploration of the challenges and triumphs Browne encountered while steering one of the world’s largest corporations through times of profound social and environmental change.

Browne’s reflections transcend the confines of boardrooms, as he charts the intersection of personal integrity and leadership. His efforts to redefine BP’s role within both the corporate world and society at large stand as a testament to the idea that business can no longer operate in isolation from broader societal concerns.

A central theme of Browne’s narrative is the shifting landscape of corporate responsibility. He lays bare the tension between shareholder interests and the growing demand for businesses to contribute positively to society, a challenge he faced while overseeing BP during a period marked by both environmental crisis and corporate scandal. His commitment to sustainability, often at odds with the prevailing corporate culture, serves as a powerful reminder that true leadership requires the courage to make bold decisions that prioritise long-term impact over short-term gain.

What emerges most clearly from Browne’s account is the central role of personal integrity in leadership. Time and again, he emphasises the necessity for leaders to be authentic, to adhere to their values in the face of adversity, and to maintain a moral compass when navigating the complexities of global business. This message resonates strongly with our own approach at NG&A, where we believe that leadership grounded in purpose is not only key to achieving business success but also to inspiring teams and stakeholders to unite in pursuit of a collective goal.

Ultimately, Beyond Business serves as both a memoir and a clarion call to business leaders to reconsider their responsibilities. Browne’s insights into his personal journey, his vulnerabilities, and the lessons he learned provide a compelling argument for aligning corporate strategy with a broader, more sustainable purpose. For those in the purpose-driven business sphere, it is a timely reminder that leadership, when anchored in a sense of moral duty, has the power to shape a better future.