Three of the main underlying challenges whilst migrating towards a truly ‘purpose driven’ company are ‘ownership’ related:

1. ‘Role’ ownership: In a ‘hierarchy of purposes’ each role becomes truly and solely responsible for activation of the specific responsibilities attached to that role. No more waiting for (or hiding behind) a ‘superior’ or anything else, as is often the case in a traditional ‘hierarchy of people’. Meaning that one is also more clearly identifiable and responsible for the quality of the work that is done (or not). This proves to be a transition that needs support, compassion and time.

2. ‘Social’ ownership: Working from autonomous purpose driven roles makes the interactions much more efficient but also less ‘personal’. The stricter structure of work- and governance-meetings also leaves less room for free format behavior. Meaning that people with the organization miss the traditional interpersonal communication (even though often violent or manipulative) options. It is therefor important for individual participants to become socially pro-active and to implement a number of attractive alternatives for interaction at team / group level.

3. ‘Purpose’ ownership: As long as shareholders have a final say on ultimate decisions expect people within the organization to behave accordingly: it will be difficult for them to take full ownership of a role and the responsibilities attached to it as long as somebody else can overturn their actions and decisions (for reasons that do not necessarily serve the common purpose). Letting the purpose decide means that key decisions are no longer the exclusive domain of shareholders.