Assignment Prompt & Instructions
[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)
– a month ago
**files (3)**
– ## Discussiovn1.docx
– ## Week3LearningResources-Capstone.docx
– ## Week3DiscussionResponse.docx
**## Discussiovn1.docx**
**Discussion**
**Patagonia: Purpose as Business Strategy**
Patagonia, the outdoor apparel company founded by Yvon Chouinard, has built its entire identity around one purpose-driven mission: "We're in business to save our home planet." Patagonia is not a company that has sustainability added to its marketing team, but rather has built sustainability principles into its business, from product design, supply chain and even ownership.
The clearest evidence of Patagonia "living out" its mission is its Worn Wear program, which encourages customers to repair rather than replace gear, and its long-running "Don't Buy This Jacket" ad campaign, which openly discouraged unnecessary consumption of its own products. The company also contributes 1% of its sales to environmental causes via its own self-developed “1% for the Planet” partnership, and in 2022 Chouinard transferred ownership of the company into a trust and nonprofit dedicated to receding the 100 million dollar a year or so in profits to environmental causes. These aren't isolated PR gestures; they represent structural, financial commitments that directly limit short-term profit in favor of the stated mission.
Reading Patagonia's strategy, it seems the company is not only making a value statement, but, indeed, a real competitive differentiator and value filter when making decisions. Patagonia's strategy of integrating the environmental benefit into the company's investment approach and product design offers a more sustainable solution than competing on price in the competitive clothing industry, especially when it comes to fiercely loyal customers who are eco-friendly buyers(Wong, 2025). It also conveys a non-negotiable message to employees and partners that mission-alignment is paramount and will likely help with retention and attracting talent for its mission-driven work. However, there are caveats: Patagonia's strategy has the downside that it imposes a basic limit on traditional forms of revenue generation, implying that the company is prioritizing long-term value over short-term profit, a genuine challenge to whether purpose can meet business at its best.
**References**
Wong, Y. A. (2025). A study on the effectiveness of Patagonias sustainability-driven brand strategy.
_Advances in Economics, Management and Political Sciences_,
_180_(1), 302–306. https://doi.org/10.54254/2754-1169/2025.23726
**## Week3LearningResources-Capstone.docx**
**Week 3 Learning Resources**
**Capstone**
**The Purpose-Driven Organization**
A purpose-driven company stands for and acts on something larger than its products and services. Purpose can be an organizational strategy and a roadmap to remain competitive in a fast-changing economy. Many business leaders are committed to aligning their goal setting and decision making to their organization’s purpose in hopes of driving forward its success. Through these resources, you will consider the purpose-driven organization.
· Blount, S., & Leinwand, P. (2019, November 1).
[Why are we here?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1906J-PDF-ENG%2Frich-text) _Harvard Business Review_ ,
_97_ (6), 132–139.
· Eccles, R. G., Strine, L. E., & Youmans, T. (2020, May 13).
[3 ways to put your corporate purpose into action](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05M0N-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_ , 2–5. http://hbr.org
· IFC Arthsastra. (2019, October 20).
[_Michael Porter on purpose_ Links to an external site.](https://www.youtube.com/watch?v=gP0gSFHfQM0&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=6) [Video]. YouTube. https://www.youtube.com/watch?v=gP0gSFHfQM0&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=6
· Leimer, B. (2021, June 24).
[_How can we build a more purpose-driven company culture?Links to an external site._](https://www.thehrdirector.com/features/csr/how-can-we-build-a-more-purpose-driven-company-culture/) https://www.thehrdirector.com/features/csr/how-can-we-build-a-more-purpose-driven-company-culture/
· Malknight, T. W., Buche, I., & Dhanaraj, C. (2019, September 1).
[Put purpose at the core of your strategy](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1905D-PDF-ENG%2Frich-text).
_Harvard Business Review_ ,
_97_ (5), 70–79.
**The Organizational Structure**
You may have heard the term
_top-down management_ or
_bottom-up management_ to describe an organization’s structure. Whether hierarchical, flat, or matrixed, an organization’s structure serves as the basis for how an organization distributes its roles and responsibilities to support effective decision making, communication, and achievement of its goals. Through these resources, you will consider different types of organizational structures.
· Communication Coach Alex Lyon. (2018, January 7).
[_Organizational structure_ Links to an external site.](https://www.youtube.com/watch?v=zUd0UNHyy60) [Video]. YouTube. https://www.youtube.com/watch?v=zUd0UNHyy60
· GreggU. (2019, January 14).
[_Types of organizational structures_ Links to an external site.](https://www.youtube.com/watch?v=Vbcpr1TS9NM) [Video]. YouTube. https://www.youtube.com/watch?v=Vbcpr1TS9NM
· Lumen Learning. (n.d.).
[Common organizational structuresLinks to an external site.](https://courses.lumenlearning.com/boundless-management/chapter/common-organizational-structures/). In
_Boundless business_ . https://courses.lumenlearning.com/boundless-management/chapter/common-organizational-structures/
**## Week3DiscussionResponse.docx**
**Week 3 Discussion Response**
**Capstone**
**Colleague 1: Sean Brim**
Hi everyone,
Organization and Purpose-Driven Mission
Bombas is an apparel company founded in 2013 that sells socks, underwear, T-shirts, slippers, and other comfort-focused products. Its purpose-driven mission centers on helping people experiencing homelessness and housing insecurity. The company was founded after its creators learned that socks were among the most requested items at homeless shelters (B Lab, n.d.). Bombas subsequently developed a business model in which each item purchased generates a corresponding item donation for someone in need. B Lab describes Bombas as a comfort-focused apparel company whose mission is to help those in need, demonstrating that social impact is built directly into the company’s business model rather than functioning as a separate charitable activity.
This approach reflects Blount and Leinwand’s (2019) argument that organizational purpose should explain why a company exists beyond simply generating revenue. Bombas does not define itself solely as selling clothing; instead, its products serve as the mechanism through which the organization addresses a specific social need.
How Bombas “Lives Out” Its Mission
Bombas demonstrates its mission through its “One Purchased = One Donated” model. Since its founding, the company reports that more than 200 million essential clothing items have been donated to individuals experiencing homelessness or other forms of hardship. As of February 2026, Bombas reported more than 204 million items committed for donation and more than 167 million already distributed. These products are provided through a network of more than 4,000 giving-partner organizations.
What I find particularly important is that Bombas does not simply donate the same retail products sold to consumers. Instead, the company works with partner organizations to understand the needs of the populations they serve and then produces donation-specific products. Bombas coordinates manufacturing, allocation, shipping, and distribution and absorbs transportation costs so that partner organizations can focus their financial resources on other community needs. This demonstrates the type of operational alignment described by Eccles et al. (2020), who argue that purpose becomes meaningful when it influences organizational systems and decision making.
Bombas has also incorporated its social purpose into its formal business structure. The company is a Certified B Corporation and has received recognition from B Lab for its “Designed to Give” impact model. Its current B Impact Score is 103.1, compared with the 80-point threshold required for certification. B Corps are expected to demonstrate verified social and environmental performance, transparency, and accountability, providing another indication that Bombas has attempted to institutionalize its mission rather than relying solely on promotional messaging.
Interpretation of Bombas’ Business Strategy
Based on its mission and business practices, I interpret Bombas’ strategy as a form of purpose-driven differentiation. The company competes in a crowded apparel industry, but its value proposition extends beyond product quality or comfort. Customers are also participating in a social-impact model through their purchases. In this sense, the mission becomes part of the customer experience and helps differentiate Bombas from competing brands.
Malknight et al. (2019) explain that organizations can place purpose at the core of strategy when purpose shapes products, market positioning, stakeholder relationships, and growth. Bombas demonstrates this because greater sales directly increase both company revenue and the number of products donated. The company therefore connects financial growth with social impact instead of treating these goals as unrelated. Its growth creates the resources necessary to expand its donation network, while the donation model simultaneously strengthens the company’s brand identity and relationship with socially conscious consumers.
This strategy also demonstrates an important relationship between purpose and sustainability. Bombas must remain profitable to continue manufacturing, operating, employing workers, and supporting thousands of partner organizations. Purpose therefore does not replace financial performance; it gives financial performance a broader meaning. Leimer (2021) suggests that purpose-driven cultures are strongest when employees and stakeholders can see a clear connection between an organization’s stated values and everyday practices. Bombas creates that connection because every consumer transaction is tied directly to the organization’s social mission.
At the same time, this model creates accountability. If Bombas were to emphasize its mission heavily in marketing but reduce its commitment to donations or partner organizations, customers could perceive the company’s purpose as superficial. Its long-term strategy therefore depends on maintaining trust and demonstrating measurable social impact. The company’s reporting of donation totals, giving partners, and its B Corp certification helps provide evidence that its purpose continues to influence business practices.
Overall, Bombas illustrates how an organization can use purpose as both a social commitment and a strategic differentiator. Its mission influences product development, distribution, partnerships, customer relationships, branding, and growth. The organization demonstrates that purpose and profit do not necessarily have to compete; instead, business growth can become the mechanism through which the organization expands its social impact.
References
Blount, S., & Leinwand, P. (2019). Why are we here? Harvard Business Review, 97(6), 132–139.
Eccles, R. G., Strine, L. E., & Youmans, T. (2020, May 13). 3 ways to put your corporate purpose into action. Harvard Business Review Digital Articles, 2–5.
Leimer, B. (2021, June 24). How can we build a more purpose-driven company culture? The HR Director.
Malknight, T. W., Buche, I., & Dhanaraj, C. (2019). Put purpose at the core of your strategy. Harvard Business Review, 97(5), 70–79.
B Lab. (n.d.). Bombas LLC.
[https://www.bcorporation.net/en-us/find-a-b-corp/company/bombas/](https://www.bcorporation.net/en-us/find-a-b-corp/company/bombas/)
Bombas. (2026). The impact of one purchased = one donated.
[https://beebetter.bombas.com/impact](https://beebetter.bombas.com/impact)
**Colleague 2: Leigha Burke**
Purpose-Driven Mission
Deloitte is a global professional services organization guided by its purpose to “make an impact that matters” for its clients, people, and society (Deloitte, n.d.-a). With more than 470,000 employees across over 150 countries and territories, Deloitte uses this purpose to provide a common direction across its global network (Deloitte, n.d.-a). The organization explains that its purpose serves as a lens for its global strategy and helps connect employees across different locations, businesses, and areas of expertise (Deloitte, n.d.-a).
Deloitte reinforces this purpose through its Shared Values, which include leading the way, serving with integrity, taking care of each other, fostering inclusion, and collaborating for measurable impact (Deloitte, n.d.-a). These values help translate the organization's broader purpose into expectations for how employees work and make decisions. Blount and Leinwand (2019) explain that a meaningful organizational purpose should clarify why an organization exists and connect that purpose to what makes the organization distinctive. Deloitte reflects this idea by connecting the services it provides to clients with its commitment to its employees and society.
“Living Out” the Mission
Deloitte demonstrates its purpose through the way it conducts business and invests in its stakeholders. Its Global Principles of Business Conduct establish expectations related to integrity, quality, professional behavior, employee development, social responsibility, and environmental sustainability (Deloitte, n.d.-b). Deloitte also states that its purpose and Shared Values influence decisions about the clients it serves, the work it accepts, the people it employs, and how its businesses grow (Deloitte, 2025). This shows how its purpose can move beyond a statement and become part of everyday business decisions.
The organization also demonstrates its purpose through social and environmental initiatives. Deloitte's social responsibility efforts focus on using its people, skills, and technology to expand access to education and employment opportunities, while its environmental initiatives focus on reducing its environmental impact and supporting a transition toward a low-carbon future (Deloitte, n.d.-c). These efforts are consistent with Eccles et al. (2020), who explain that corporate purpose becomes more meaningful when it is incorporated into an organization's strategy and operations. By connecting its professional services with investments in people, communities, and environmental sustainability, Deloitte provides practical examples of how its stated purpose influences its actions.
Interpreting Deloitte’s Business Strategy
Based on these practices, Deloitte's strategy appears to be using its purpose to guide business decisions while also strengthening relationships with its stakeholders. Deloitte states that its purpose and Shared Values support its strategy and decision-making, suggesting that purpose is intended to influence how the organization competes, serves clients, develops employees, and maintains trust (Deloitte, 2025). This connection is important because Deloitte's success depends not only on the services it provides but also on the trust and confidence of its clients, employees, regulators, and other stakeholders.
Malknight et al. (2019) explain that purpose can become central to business strategy when an organization uses it to create value and shape its competitive position. Deloitte's approach reflects this idea. Its focus on integrity and quality supports its relationships with clients, while its investments in employees, inclusion, communities, and sustainability extend its impact beyond traditional client services (Deloitte, n.d.-a; Deloitte, n.d.-b).
Overall, Deloitte appears to use its purpose as a framework for balancing business performance with a broader responsibility to its stakeholders. Its actions suggest that “making an impact that matters” is intended to influence both what the organization does and how it operates. In my view, the strongest evidence of a purpose-driven organization is not simply having a meaningful mission statement, but being able to connect that statement to actual business practices. Deloitte's emphasis on ethical conduct, employee development, social responsibility, and sustainability provides evidence of that connection and demonstrates how organizational purpose can help shape business strategy.
References
Blount, S., & Leinwand, P. (2019, November 1).
[Why are we here?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1906J-PDF-ENG%2Frich-text) _Harvard Business Review_ ,
_97_ (6), 132–139.
Deloitte. (n.d.-a).
_Our purpose and values_. Deloitte.
[Our Purpose and Values | Deloitte Global](https://www.deloitte.com/global/en/about/story/purpose-values.html)
Deloitte. (n.d.-b).
_Global principles of business conduct_. Deloitte.
[Global Principles of Business Conduct | Deloitte Global](https://www.deloitte.com/na/en/about/story/purpose-values/global-principles-of-business-conduct.html)
Deloitte. (n.d.-c).
_Social responsibility_. Deloitte.
[Social responsibility | Deloitte Global](https://www.deloitte.com/global/en/about/people/social-responsibility.html)
Deloitte. (2025).
_Governance: 2025 global impact report_. Deloitte.
[Governance – 2025 Global Impact Report | Deloitte Global](https://www.deloitte.com/global/en/about/governance/global-impact-report/global-report-governance.html)
Eccles, R. G., Strine, L. E., & Youmans, T. (2020, May 13).
[3 ways to put your corporate purpose into action](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05M0N-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_ , 2–5.
[http://hbr.org](http://hbr.org/)
Malknight, T. W., Buche, I., & Dhanaraj, C. (2019, September 1).
[Put purpose at the core of your strategy](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1905D-PDF-ENG%2Frich-text).
_Harvard Business Review_ ,
_97_ (5), 70–79.
**## Week3DiscussionResponse.docx**
**Week 3 Discussion Response**
**Capstone**
**Colleague 1: Sean Brim**
Hi everyone,
Organization and Purpose-Driven Mission
Bombas is an apparel company founded in 2013 that sells socks, underwear, T-shirts, slippers, and other comfort-focused products. Its purpose-driven mission centers on helping people experiencing homelessness and housing insecurity. The company was founded after its creators learned that socks were among the most requested items at homeless shelters (B Lab, n.d.). Bombas subsequently developed a business model in which each item purchased generates a corresponding item donation for someone in need. B Lab describes Bombas as a comfort-focused apparel company whose mission is to help those in need, demonstrating that social impact is built directly into the company’s business model rather than functioning as a separate charitable activity.
This approach reflects Blount and Leinwand’s (2019) argument that organizational purpose should explain why a company exists beyond simply generating revenue. Bombas does not define itself solely as selling clothing; instead, its products serve as the mechanism through which the organization addresses a specific social need.
How Bombas “Lives Out” Its Mission
Bombas demonstrates its mission through its “One Purchased = One Donated” model. Since its founding, the company reports that more than 200 million essential clothing items have been donated to individuals experiencing homelessness or other forms of hardship. As of February 2026, Bombas reported more than 204 million items committed for donation and more than 167 million already distributed. These products are provided through a network of more than 4,000 giving-partner organizations.
What I find particularly important is that Bombas does not simply donate the same retail products sold to consumers. Instead, the company works with partner organizations to understand the needs of the populations they serve and then produces donation-specific products. Bombas coordinates manufacturing, allocation, shipping, and distribution and absorbs transportation costs so that partner organizations can focus their financial resources on other community needs. This demonstrates the type of operational alignment described by Eccles et al. (2020), who argue that purpose becomes meaningful when it influences organizational systems and decision making.
Bombas has also incorporated its social purpose into its formal business structure. The company is a Certified B Corporation and has received recognition from B Lab for its “Designed to Give” impact model. Its current B Impact Score is 103.1, compared with the 80-point threshold required for certification. B Corps are expected to demonstrate verified social and environmental performance, transparency, and accountability, providing another indication that Bombas has attempted to institutionalize its mission rather than relying solely on promotional messaging.
Interpretation of Bombas’ Business Strategy
Based on its mission and business practices, I interpret Bombas’ strategy as a form of purpose-driven differentiation. The company competes in a crowded apparel industry, but its value proposition extends beyond product quality or comfort. Customers are also participating in a social-impact model through their purchases. In this sense, the mission becomes part of the customer experience and helps differentiate Bombas from competing brands.
Malknight et al. (2019) explain that organizations can place purpose at the core of strategy when purpose shapes products, market positioning, stakeholder relationships, and growth. Bombas demonstrates this because greater sales directly increase both company revenue and the number of products donated. The company therefore connects financial growth with social impact instead of treating these goals as unrelated. Its growth creates the resources necessary to expand its donation network, while the donation model simultaneously strengthens the company’s brand identity and relationship with socially conscious consumers.
This strategy also demonstrates an important relationship between purpose and sustainability. Bombas must remain profitable to continue manufacturing, operating, employing workers, and supporting thousands of partner organizations. Purpose therefore does not replace financial performance; it gives financial performance a broader meaning. Leimer (2021) suggests that purpose-driven cultures are strongest when employees and stakeholders can see a clear connection between an organization’s stated values and everyday practices. Bombas creates that connection because every consumer transaction is tied directly to the organization’s social mission.
At the same time, this model creates accountability. If Bombas were to emphasize its mission heavily in marketing but reduce its commitment to donations or partner organizations, customers could perceive the company’s purpose as superficial. Its long-term strategy therefore depends on maintaining trust and demonstrating measurable social impact. The company’s reporting of donation totals, giving partners, and its B Corp certification helps provide evidence that its purpose continues to influence business practices.
Overall, Bombas illustrates how an organization can use purpose as both a social commitment and a strategic differentiator. Its mission influences product development, distribution, partnerships, customer relationships, branding, and growth. The organization demonstrates that purpose and profit do not necessarily have to compete; instead, business growth can become the mechanism through which the organization expands its social impact.
References
Blount, S., & Leinwand, P. (2019). Why are we here? Harvard Business Review, 97(6), 132–139.
Eccles, R. G., Strine, L. E., & Youmans, T. (2020, May 13). 3 ways to put your corporate purpose into action. Harvard Business Review Digital Articles, 2–5.
Leimer, B. (2021, June 24). How can we build a more purpose-driven company culture? The HR Director.
Malknight, T. W., Buche, I., & Dhanaraj, C. (2019). Put purpose at the core of your strategy. Harvard Business Review, 97(5), 70–79.
B Lab. (n.d.). Bombas LLC.
[https://www.bcorporation.net/en-us/find-a-b-corp/company/bombas/](https://www.bcorporation.net/en-us/find-a-b-corp/company/bombas/)
Bombas. (2026). The impact of one purchased = one donated.
[https://beebetter.bombas.com/impact](https://beebetter.bombas.com/impact)
**Colleague 2: Leigha Burke**
Purpose-Driven Mission
Deloitte is a global professional services organization guided by its purpose to “make an impact that matters” for its clients, people, and society (Deloitte, n.d.-a). With more than 470,000 employees across over 150 countries and territories, Deloitte uses this purpose to provide a common direction across its global network (Deloitte, n.d.-a). The organization explains that its purpose serves as a lens for its global strategy and helps connect employees across different locations, businesses, and areas of expertise (Deloitte, n.d.-a).
Deloitte reinforces this purpose through its Shared Values, which include leading the way, serving with integrity, taking care of each other, fostering inclusion, and collaborating for measurable impact (Deloitte, n.d.-a). These values help translate the organization's broader purpose into expectations for how employees work and make decisions. Blount and Leinwand (2019) explain that a meaningful organizational purpose should clarify why an organization exists and connect that purpose to what makes the organization distinctive. Deloitte reflects this idea by connecting the services it provides to clients with its commitment to its employees and society.
“Living Out” the Mission
Deloitte demonstrates its purpose through the way it conducts business and invests in its stakeholders. Its Global Principles of Business Conduct establish expectations related to integrity, quality, professional behavior, employee development, social responsibility, and environmental sustainability (Deloitte, n.d.-b). Deloitte also states that its purpose and Shared Values influence decisions about the clients it serves, the work it accepts, the people it employs, and how its businesses grow (Deloitte, 2025). This shows how its purpose can move beyond a statement and become part of everyday business decisions.
The organization also demonstrates its purpose through social and environmental initiatives. Deloitte's social responsibility efforts focus on using its people, skills, and technology to expand access to education and employment opportunities, while its environmental initiatives focus on reducing its environmental impact and supporting a transition toward a low-carbon future (Deloitte, n.d.-c). These efforts are consistent with Eccles et al. (2020), who explain that corporate purpose becomes more meaningful when it is incorporated into an organization's strategy and operations. By connecting its professional services with investments in people, communities, and environmental sustainability, Deloitte provides practical examples of how its stated purpose influences its actions.
Interpreting Deloitte’s Business Strategy
Based on these practices, Deloitte's strategy appears to be using its purpose to guide business decisions while also strengthening relationships with its stakeholders. Deloitte states that its purpose and Shared Values support its strategy and decision-making, suggesting that purpose is intended to influence how the organization competes, serves clients, develops employees, and maintains trust (Deloitte, 2025). This connection is important because Deloitte's success depends not only on the services it provides but also on the trust and confidence of its clients, employees, regulators, and other stakeholders.
Malknight et al. (2019) explain that purpose can become central to business strategy when an organization uses it to create value and shape its competitive position. Deloitte's approach reflects this idea. Its focus on integrity and quality supports its relationships with clients, while its investments in employees, inclusion, communities, and sustainability extend its impact beyond traditional client services (Deloitte, n.d.-a; Deloitte, n.d.-b).
Overall, Deloitte appears to use its purpose as a framework for balancing business performance with a broader responsibility to its stakeholders. Its actions suggest that “making an impact that matters” is intended to influence both what the organization does and how it operates. In my view, the strongest evidence of a purpose-driven organization is not simply having a meaningful mission statement, but being able to connect that statement to actual business practices. Deloitte's emphasis on ethical conduct, employee development, social responsibility, and sustainability provides evidence of that connection and demonstrates how organizational purpose can help shape business strategy.
References
Blount, S., & Leinwand, P. (2019, November 1).
[Why are we here?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1906J-PDF-ENG%2Frich-text) _Harvard Business Review_ ,
_97_ (6), 132–139.
Deloitte. (n.d.-a).
_Our purpose and values_. Deloitte.
[Our Purpose and Values | Deloitte Global](https://www.deloitte.com/global/en/about/story/purpose-values.html)
Deloitte. (n.d.-b).
_Global principles of business conduct_. Deloitte.
[Global Principles of Business Conduct | Deloitte Global](https://www.deloitte.com/na/en/about/story/purpose-values/global-principles-of-business-conduct.html)
Deloitte. (n.d.-c).
_Social responsibility_. Deloitte.
[Social responsibility | Deloitte Global](https://www.deloitte.com/global/en/about/people/social-responsibility.html)
Deloitte. (2025).
_Governance: 2025 global impact report_. Deloitte.
[Governance – 2025 Global Impact Report | Deloitte Global](https://www.deloitte.com/global/en/about/governance/global-impact-report/global-report-governance.html)
Eccles, R. G., Strine, L. E., & Youmans, T. (2020, May 13).
[3 ways to put your corporate purpose into action](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05M0N-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_ , 2–5.
[http://hbr.org](http://hbr.org/)
Malknight, T. W., Buche, I., & Dhanaraj, C. (2019, September 1).
[Put purpose at the core of your strategy](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1905D-PDF-ENG%2Frich-text).
_Harvard Business Review_ ,
_97_ (5), 70–79.
**## Discussiovn1.docx**
**Discussion**
**Patagonia: Purpose as Business Strategy**
Patagonia, the outdoor apparel company founded by Yvon Chouinard, has built its entire identity around one purpose-driven mission: "We're in business to save our home planet." Patagonia is not a company that has sustainability added to its marketing team, but rather has built sustainability principles into its business, from product design, supply chain and even ownership.
The clearest evidence of Patagonia "living out" its mission is its Worn Wear program, which encourages customers to repair rather than replace gear, and its long-running "Don't Buy This Jacket" ad campaign, which openly discouraged unnecessary consumption of its own products. The company also contributes 1% of its sales to environmental causes via its own self-developed “1% for the Planet” partnership, and in 2022 Chouinard transferred ownership of the company into a trust and nonprofit dedicated to receding the 100 million dollar a year or so in profits to environmental causes. These aren't isolated PR gestures; they represent structural, financial commitments that directly limit short-term profit in favor of the stated mission.
Reading Patagonia's strategy, it seems the company is not only making a value statement, but, indeed, a real competitive differentiator and value filter when making decisions. Patagonia's strategy of integrating the environmental benefit into the company's investment approach and product design offers a more sustainable solution than competing on price in the competitive clothing industry, especially when it comes to fiercely loyal customers who are eco-friendly buyers(Wong, 2025). It also conveys a non-negotiable message to employees and partners that mission-alignment is paramount and will likely help with retention and attracting talent for its mission-driven work. However, there are caveats: Patagonia's strategy has the downside that it imposes a basic limit on traditional forms of revenue generation, implying that the company is prioritizing long-term value over short-term profit, a genuine challenge to whether purpose can meet business at its best.
**References**
Wong, Y. A. (2025). A study on the effectiveness of Patagonias sustainability-driven brand strategy.
_Advances in Economics, Management and Political Sciences_,
_180_(1), 302–306. https://doi.org/10.54254/2754-1169/2025.23726
**## Week3LearningResources-Capstone.docx**
**Week 3 Learning Resources**
**Capstone**
**The Purpose-Driven Organization**
A purpose-driven company stands for and acts on something larger than its products and services. Purpose can be an organizational strategy and a roadmap to remain competitive in a fast-changing economy. Many business leaders are committed to aligning their goal setting and decision making to their organization’s purpose in hopes of driving forward its success. Through these resources, you will consider the purpose-driven organization.
· Blount, S., & Leinwand, P. (2019, November 1).
[Why are we here?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1906J-PDF-ENG%2Frich-text) _Harvard Business Review_ ,
_97_ (6), 132–139.
· Eccles, R. G., Strine, L. E., & Youmans, T. (2020, May 13).
[3 ways to put your corporate purpose into action](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05M0N-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_ , 2–5. http://hbr.org
· IFC Arthsastra. (2019, October 20).
[_Michael Porter on purpose_ Links to an external site.](https://www.youtube.com/watch?v=gP0gSFHfQM0&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=6) [Video]. YouTube. https://www.youtube.com/watch?v=gP0gSFHfQM0&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=6
· Leimer, B. (2021, June 24).
[_How can we build a more purpose-driven company culture?Links to an external site._](https://www.thehrdirector.com/features/csr/how-can-we-build-a-more-purpose-driven-company-culture/) https://www.thehrdirector.com/features/csr/how-can-we-build-a-more-purpose-driven-company-culture/
· Malknight, T. W., Buche, I., & Dhanaraj, C. (2019, September 1).
[Put purpose at the core of your strategy](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1905D-PDF-ENG%2Frich-text).
_Harvard Business Review_ ,
_97_ (5), 70–79.
**The Organizational Structure**
You may have heard the term
_top-down management_ or
_bottom-up management_ to describe an organization’s structure. Whether hierarchical, flat, or matrixed, an organization’s structure serves as the basis for how an organization distributes its roles and responsibilities to support effective decision making, communication, and achievement of its goals. Through these resources, you will consider different types of organizational structures.
· Communication Coach Alex Lyon. (2018, January 7).
[_Organizational structure_ Links to an external site.](https://www.youtube.com/watch?v=zUd0UNHyy60) [Video]. YouTube. https://www.youtube.com/watch?v=zUd0UNHyy60
· GreggU. (2019, January 14).
[_Types of organizational structures_ Links to an external site.](https://www.youtube.com/watch?v=Vbcpr1TS9NM) [Video]. YouTube. https://www.youtube.com/watch?v=Vbcpr1TS9NM
· Lumen Learning. (n.d.).
[Common organizational structuresLinks to an external site.](https://courses.lumenlearning.com/boundless-management/chapter/common-organizational-structures/). In
_Boundless business_ . https://courses.lumenlearning.com/boundless-management/chapter/common-organizational-structures/
**## Week3DiscussionResponse.docx**
**Week 3 Discussion Response**
**Capstone**
**Colleague 1: Sean Brim**
Hi everyone,
Organization and Purpose-Driven Mission
Bombas is an apparel company founded in 2013 that sells socks, underwear, T-shirts, slippers, and other comfort-focused products. Its purpose-driven mission centers on helping people experiencing homelessness and housing insecurity. The company was founded after its creators learned that socks were among the most requested items at homeless shelters (B Lab, n.d.). Bombas subsequently developed a business model in which each item purchased generates a corresponding item donation for someone in need. B Lab describes Bombas as a comfort-focused apparel company whose mission is to help those in need, demonstrating that social impact is built directly into the company’s business model rather than functioning as a separate charitable activity.
This approach reflects Blount and Leinwand’s (2019) argument that organizational purpose should explain why a company exists beyond simply generating revenue. Bombas does not define itself solely as selling clothing; instead, its products serve as the mechanism through which the organization addresses a specific social need.
How Bombas “Lives Out” Its Mission
Bombas demonstrates its mission through its “One Purchased = One Donated” model. Since its founding, the company reports that more than 200 million essential clothing items have been donated to individuals experiencing homelessness or other forms of hardship. As of February 2026, Bombas reported more than 204 million items committed for donation and more than 167 million already distributed. These products are provided through a network of more than 4,000 giving-partner organizations.
What I find particularly important is that Bombas does not simply donate the same retail products sold to consumers. Instead, the company works with partner organizations to understand the needs of the populations they serve and then produces donation-specific products. Bombas coordinates manufacturing, allocation, shipping, and distribution and absorbs transportation costs so that partner organizations can focus their financial resources on other community needs. This demonstrates the type of operational alignment described by Eccles et al. (2020), who argue that purpose becomes meaningful when it influences organizational systems and decision making.
Bombas has also incorporated its social purpose into its formal business structure. The company is a Certified B Corporation and has received recognition from B Lab for its “Designed to Give” impact model. Its current B Impact Score is 103.1, compared with the 80-point threshold required for certification. B Corps are expected to demonstrate verified social and environmental performance, transparency, and accountability, providing another indication that Bombas has attempted to institutionalize its mission rather than relying solely on promotional messaging.
Interpretation of Bombas’ Business Strategy
Based on its mission and business practices, I interpret Bombas’ strategy as a form of purpose-driven differentiation. The company competes in a crowded apparel industry, but its value proposition extends beyond product quality or comfort. Customers are also participating in a social-impact model through their purchases. In this sense, the mission becomes part of the customer experience and helps differentiate Bombas from competing brands.
Malknight et al. (2019) explain that organizations can place purpose at the core of strategy when purpose shapes products, market positioning, stakeholder relationships, and growth. Bombas demonstrates this because greater sales directly increase both company revenue and the number of products donated. The company therefore connects financial growth with social impact instead of treating these goals as unrelated. Its growth creates the resources necessary to expand its donation network, while the donation model simultaneously strengthens the company’s brand identity and relationship with socially conscious consumers.
This strategy also demonstrates an important relationship between purpose and sustainability. Bombas must remain profitable to continue manufacturing, operating, employing workers, and supporting thousands of partner organizations. Purpose therefore does not replace financial performance; it gives financial performance a broader meaning. Leimer (2021) suggests that purpose-driven cultures are strongest when employees and stakeholders can see a clear connection between an organization’s stated values and everyday practices. Bombas creates that connection because every consumer transaction is tied directly to the organization’s social mission.
At the same time, this model creates accountability. If Bombas were to emphasize its mission heavily in marketing but reduce its commitment to donations or partner organizations, customers could perceive the company’s purpose as superficial. Its long-term strategy therefore depends on maintaining trust and demonstrating measurable social impact. The company’s reporting of donation totals, giving partners, and its B Corp certification helps provide evidence that its purpose continues to influence business practices.
Overall, Bombas illustrates how an organization can use purpose as both a social commitment and a strategic differentiator. Its mission influences product development, distribution, partnerships, customer relationships, branding, and growth. The organization demonstrates that purpose and profit do not necessarily have to compete; instead, business growth can become the mechanism through which the organization expands its social impact.
References
Blount, S., & Leinwand, P. (2019). Why are we here? Harvard Business Review, 97(6), 132–139.
Eccles, R. G., Strine, L. E., & Youmans, T. (2020, May 13). 3 ways to put your corporate purpose into action. Harvard Business Review Digital Articles, 2–5.
Leimer, B. (2021, June 24). How can we build a more purpose-driven company culture? The HR Director.
Malknight, T. W., Buche, I., & Dhanaraj, C. (2019). Put purpose at the core of your strategy. Harvard Business Review, 97(5), 70–79.
B Lab. (n.d.). Bombas LLC.
[https://www.bcorporation.net/en-us/find-a-b-corp/company/bombas/](https://www.bcorporation.net/en-us/find-a-b-corp/company/bombas/)
Bombas. (2026). The impact of one purchased = one donated.
[https://beebetter.bombas.com/impact](https://beebetter.bombas.com/impact)
**Colleague 2: Leigha Burke**
Purpose-Driven Mission
Deloitte is a global professional services organization guided by its purpose to “make an impact that matters” for its clients, people, and society (Deloitte, n.d.-a). With more than 470,000 employees across over 150 countries and territories, Deloitte uses this purpose to provide a common direction across its global network (Deloitte, n.d.-a). The organization explains that its purpose serves as a lens for its global strategy and helps connect employees across different locations, businesses, and areas of expertise (Deloitte, n.d.-a).
Deloitte reinforces this purpose through its Shared Values, which include leading the way, serving with integrity, taking care of each other, fostering inclusion, and collaborating for measurable impact (Deloitte, n.d.-a). These values help translate the organization's broader purpose into expectations for how employees work and make decisions. Blount and Leinwand (2019) explain that a meaningful organizational purpose should clarify why an organization exists and connect that purpose to what makes the organization distinctive. Deloitte reflects this idea by connecting the services it provides to clients with its commitment to its employees and society.
“Living Out” the Mission
Deloitte demonstrates its purpose through the way it conducts business and invests in its stakeholders. Its Global Principles of Business Conduct establish expectations related to integrity, quality, professional behavior, employee development, social responsibility, and environmental sustainability (Deloitte, n.d.-b). Deloitte also states that its purpose and Shared Values influence decisions about the clients it serves, the work it accepts, the people it employs, and how its businesses grow (Deloitte, 2025). This shows how its purpose can move beyond a statement and become part of everyday business decisions.
The organization also demonstrates its purpose through social and environmental initiatives. Deloitte's social responsibility efforts focus on using its people, skills, and technology to expand access to education and employment opportunities, while its environmental initiatives focus on reducing its environmental impact and supporting a transition toward a low-carbon future (Deloitte, n.d.-c). These efforts are consistent with Eccles et al. (2020), who explain that corporate purpose becomes more meaningful when it is incorporated into an organization's strategy and operations. By connecting its professional services with investments in people, communities, and environmental sustainability, Deloitte provides practical examples of how its stated purpose influences its actions.
Interpreting Deloitte’s Business Strategy
Based on these practices, Deloitte's strategy appears to be using its purpose to guide business decisions while also strengthening relationships with its stakeholders. Deloitte states that its purpose and Shared Values support its strategy and decision-making, suggesting that purpose is intended to influence how the organization competes, serves clients, develops employees, and maintains trust (Deloitte, 2025). This connection is important because Deloitte's success depends not only on the services it provides but also on the trust and confidence of its clients, employees, regulators, and other stakeholders.
Malknight et al. (2019) explain that purpose can become central to business strategy when an organization uses it to create value and shape its competitive position. Deloitte's approach reflects this idea. Its focus on integrity and quality supports its relationships with clients, while its investments in employees, inclusion, communities, and sustainability extend its impact beyond traditional client services (Deloitte, n.d.-a; Deloitte, n.d.-b).
Overall, Deloitte appears to use its purpose as a framework for balancing business performance with a broader responsibility to its stakeholders. Its actions suggest that “making an impact that matters” is intended to influence both what the organization does and how it operates. In my view, the strongest evidence of a purpose-driven organization is not simply having a meaningful mission statement, but being able to connect that statement to actual business practices. Deloitte's emphasis on ethical conduct, employee development, social responsibility, and sustainability provides evidence of that connection and demonstrates how organizational purpose can help shape business strategy.
References
Blount, S., & Leinwand, P. (2019, November 1).
[Why are we here?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1906J-PDF-ENG%2Frich-text) _Harvard Business Review_ ,
_97_ (6), 132–139.
Deloitte. (n.d.-a).
_Our purpose and values_. Deloitte.
[Our Purpose and Values | Deloitte Global](https://www.deloitte.com/global/en/about/story/purpose-values.html)
Deloitte. (n.d.-b).
_Global principles of business conduct_. Deloitte.
[Global Principles of Business Conduct | Deloitte Global](https://www.deloitte.com/na/en/about/story/purpose-values/global-principles-of-business-conduct.html)
Deloitte. (n.d.-c).
_Social responsibility_. Deloitte.
[Social responsibility | Deloitte Global](https://www.deloitte.com/global/en/about/people/social-responsibility.html)
Deloitte. (2025).
_Governance: 2025 global impact report_. Deloitte.
[Governance – 2025 Global Impact Report | Deloitte Global](https://www.deloitte.com/global/en/about/governance/global-impact-report/global-report-governance.html)
Eccles, R. G., Strine, L. E., & Youmans, T. (2020, May 13).
[3 ways to put your corporate purpose into action](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05M0N-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_ , 2–5.
[http://hbr.org](http://hbr.org/)
Malknight, T. W., Buche, I., & Dhanaraj, C. (2019, September 1).
[Put purpose at the core of your strategy](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1905D-PDF-ENG%2Frich-text).
_Harvard Business Review_ ,
_97_ (5), 70–79.
**## Discussiovn1.docx**
**Discussion**
**Patagonia: Purpose as Business Strategy**
Patagonia, the outdoor apparel company founded by Yvon Chouinard, has built its entire identity around one purpose-driven mission: "We're in business to save our home planet." Patagonia is not a company that has sustainability added to its marketing team, but rather has built sustainability principles into its business, from product design, supply chain and even ownership.
The clearest evidence of Patagonia "living out" its mission is its Worn Wear program, which encourages customers to repair rather than replace gear, and its long-running "Don't Buy This Jacket" ad campaign, which openly discouraged unnecessary consumption of its own products. The company also contributes 1% of its sales to environmental causes via its own self-developed “1% for the Planet” partnership, and in 2022 Chouinard transferred ownership of the company into a trust and nonprofit dedicated to receding the 100 million dollar a year or so in profits to environmental causes. These aren't isolated PR gestures; they represent structural, financial commitments that directly limit short-term profit in favor of the stated mission.
Reading Patagonia's strategy, it seems the company is not only making a value statement, but, indeed, a real competitive differentiator and value filter when making decisions. Patagonia's strategy of integrating the environmental benefit into the company's investment approach and product design offers a more sustainable solution than competing on price in the competitive clothing industry, especially when it comes to fiercely loyal customers who are eco-friendly buyers(Wong, 2025). It also conveys a non-negotiable message to employees and partners that mission-alignment is paramount and will likely help with retention and attracting talent for its mission-driven work. However, there are caveats: Patagonia's strategy has the downside that it imposes a basic limit on traditional forms of revenue generation, implying that the company is prioritizing long-term value over short-term profit, a genuine challenge to whether purpose can meet business at its best.
**References**
Wong, Y. A. (2025). A study on the effectiveness of Patagonias sustainability-driven brand strategy.
_Advances in Economics, Management and Political Sciences_,
_180_(1), 302–306. https://doi.org/10.54254/2754-1169/2025.23726
**## Week3LearningResources-Capstone.docx**
**Week 3 Learning Resources**
**Capstone**
**The Purpose-Driven Organization**
A purpose-driven company stands for and acts on something larger than its products and services. Purpose can be an organizational strategy and a roadmap to remain competitive in a fast-changing economy. Many business leaders are committed to aligning their goal setting and decision making to their organization’s purpose in hopes of driving forward its success. Through these resources, you will consider the purpose-driven organization.
· Blount, S., & Leinwand, P. (2019, November 1).
[Why are we here?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1906J-PDF-ENG%2Frich-text) _Harvard Business Review_ ,
_97_ (6), 132–139.
· Eccles, R. G., Strine, L. E., & Youmans, T. (2020, May 13).
[3 ways to put your corporate purpose into action](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05M0N-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_ , 2–5. http://hbr.org
· IFC Arthsastra. (2019, October 20).
[_Michael Porter on purpose_ Links to an external site.](https://www.youtube.com/watch?v=gP0gSFHfQM0&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=6) [Video]. YouTube. https://www.youtube.com/watch?v=gP0gSFHfQM0&list=TLPQMjMwMjIwMjHLR4rbW-nYeA&index=6
· Leimer, B. (2021, June 24).
[_How can we build a more purpose-driven company culture?Links to an external site._](https://www.thehrdirector.com/features/csr/how-can-we-build-a-more-purpose-driven-company-culture/) https://www.thehrdirector.com/features/csr/how-can-we-build-a-more-purpose-driven-company-culture/
· Malknight, T. W., Buche, I., & Dhanaraj, C. (2019, September 1).
[Put purpose at the core of your strategy](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1905D-PDF-ENG%2Frich-text).
_Harvard Business Review_ ,
_97_ (5), 70–79.
**The Organizational Structure**
You may have heard the term
_top-down management_ or
_bottom-up management_ to describe an organization’s structure. Whether hierarchical, flat, or matrixed, an organization’s structure serves as the basis for how an organization distributes its roles and responsibilities to support effective decision making, communication, and achievement of its goals. Through these resources, you will consider different types of organizational structures.
· Communication Coach Alex Lyon. (2018, January 7).
[_Organizational structure_ Links to an external site.](https://www.youtube.com/watch?v=zUd0UNHyy60) [Video]. YouTube. https://www.youtube.com/watch?v=zUd0UNHyy60
· GreggU. (2019, January 14).
[_Types of organizational structures_ Links to an external site.](https://www.youtube.com/watch?v=Vbcpr1TS9NM) [Video]. YouTube. https://www.youtube.com/watch?v=Vbcpr1TS9NM
· Lumen Learning. (n.d.).
[Common organizational structuresLinks to an external site.](https://courses.lumenlearning.com/boundless-management/chapter/common-organizational-structures/). In
_Boundless business_ . https://courses.lumenlearning.com/boundless-management/chapter/common-organizational-structures/
**## Week3DiscussionResponse.docx**
**Week 3 Discussion Response**
**Capstone**
**Colleague 1: Sean Brim**
Hi everyone,
Organization and Purpose-Driven Mission
Bombas is an apparel company founded in 2013 that sells socks, underwear, T-shirts, slippers, and other comfort-focused products. Its purpose-driven mission centers on helping people experiencing homelessness and housing insecurity. The company was founded after its creators learned that socks were among the most requested items at homeless shelters (B Lab, n.d.). Bombas subsequently developed a business model in which each item purchased generates a corresponding item donation for someone in need. B Lab describes Bombas as a comfort-focused apparel company whose mission is to help those in need, demonstrating that social impact is built directly into the company’s business model rather than functioning as a separate charitable activity.
This approach reflects Blount and Leinwand’s (2019) argument that organizational purpose should explain why a company exists beyond simply generating revenue. Bombas does not define itself solely as selling clothing; instead, its products serve as the mechanism through which the organization addresses a specific social need.
How Bombas “Lives Out” Its Mission
Bombas demonstrates its mission through its “One Purchased = One Donated” model. Since its founding, the company reports that more than 200 million essential clothing items have been donated to individuals experiencing homelessness or other forms of hardship. As of February 2026, Bombas reported more than 204 million items committed for donation and more than 167 million already distributed. These products are provided through a network of more than 4,000 giving-partner organizations.
What I find particularly important is that Bombas does not simply donate the same retail products sold to consumers. Instead, the company works with partner organizations to understand the needs of the populations they serve and then produces donation-specific products. Bombas coordinates manufacturing, allocation, shipping, and distribution and absorbs transportation costs so that partner organizations can focus their financial resources on other community needs. This demonstrates the type of operational alignment described by Eccles et al. (2020), who argue that purpose becomes meaningful when it influences organizational systems and decision making.
Bombas has also incorporated its social purpose into its formal business structure. The company is a Certified B Corporation and has received recognition from B Lab for its “Designed to Give” impact model. Its current B Impact Score is 103.1, compared with the 80-point threshold required for certification. B Corps are expected to demonstrate verified social and environmental performance, transparency, and accountability, providing another indication that Bombas has attempted to institutionalize its mission rather than relying solely on promotional messaging.
Interpretation of Bombas’ Business Strategy
Based on its mission and business practices, I interpret Bombas’ strategy as a form of purpose-driven differentiation. The company competes in a crowded apparel industry, but its value proposition extends beyond product quality or comfort. Customers are also participating in a social-impact model through their purchases. In this sense, the mission becomes part of the customer experience and helps differentiate Bombas from competing brands.
Malknight et al. (2019) explain that organizations can place purpose at the core of strategy when purpose shapes products, market positioning, stakeholder relationships, and growth. Bombas demonstrates this because greater sales directly increase both company revenue and the number of products donated. The company therefore connects financial growth with social impact instead of treating these goals as unrelated. Its growth creates the resources necessary to expand its donation network, while the donation model simultaneously strengthens the company’s brand identity and relationship with socially conscious consumers.
This strategy also demonstrates an important relationship between purpose and sustainability. Bombas must remain profitable to continue manufacturing, operating, employing workers, and supporting thousands of partner organizations. Purpose therefore does not replace financial performance; it gives financial performance a broader meaning. Leimer (2021) suggests that purpose-driven cultures are strongest when employees and stakeholders can see a clear connection between an organization’s stated values and everyday practices. Bombas creates that connection because every consumer transaction is tied directly to the organization’s social mission.
At the same time, this model creates accountability. If Bombas were to emphasize its mission heavily in marketing but reduce its commitment to donations or partner organizations, customers could perceive the company’s purpose as superficial. Its long-term strategy therefore depends on maintaining trust and demonstrating measurable social impact. The company’s reporting of donation totals, giving partners, and its B Corp certification helps provide evidence that its purpose continues to influence business practices.
Overall, Bombas illustrates how an organization can use purpose as both a social commitment and a strategic differentiator. Its mission influences product development, distribution, partnerships, customer relationships, branding, and growth. The organization demonstrates that purpose and profit do not necessarily have to compete; instead, business growth can become the mechanism through which the organization expands its social impact.
References
Blount, S., & Leinwand, P. (2019). Why are we here? Harvard Business Review, 97(6), 132–139.
Eccles, R. G., Strine, L. E., & Youmans, T. (2020, May 13). 3 ways to put your corporate purpose into action. Harvard Business Review Digital Articles, 2–5.
Leimer, B. (2021, June 24). How can we build a more purpose-driven company culture? The HR Director.
Malknight, T. W., Buche, I., & Dhanaraj, C. (2019). Put purpose at the core of your strategy. Harvard Business Review, 97(5), 70–79.
B Lab. (n.d.). Bombas LLC.
[https://www.bcorporation.net/en-us/find-a-b-corp/company/bombas/](https://www.bcorporation.net/en-us/find-a-b-corp/company/bombas/)
Bombas. (2026). The impact of one purchased = one donated.
[https://beebetter.bombas.com/impact](https://beebetter.bombas.com/impact)
**Colleague 2: Leigha Burke**
Purpose-Driven Mission
Deloitte is a global professional services organization guided by its purpose to “make an impact that matters” for its clients, people, and society (Deloitte, n.d.-a). With more than 470,000 employees across over 150 countries and territories, Deloitte uses this purpose to provide a common direction across its global network (Deloitte, n.d.-a). The organization explains that its purpose serves as a lens for its global strategy and helps connect employees across different locations, businesses, and areas of expertise (Deloitte, n.d.-a).
Deloitte reinforces this purpose through its Shared Values, which include leading the way, serving with integrity, taking care of each other, fostering inclusion, and collaborating for measurable impact (Deloitte, n.d.-a). These values help translate the organization's broader purpose into expectations for how employees work and make decisions. Blount and Leinwand (2019) explain that a meaningful organizational purpose should clarify why an organization exists and connect that purpose to what makes the organization distinctive. Deloitte reflects this idea by connecting the services it provides to clients with its commitment to its employees and society.
“Living Out” the Mission
Deloitte demonstrates its purpose through the way it conducts business and invests in its stakeholders. Its Global Principles of Business Conduct establish expectations related to integrity, quality, professional behavior, employee development, social responsibility, and environmental sustainability (Deloitte, n.d.-b). Deloitte also states that its purpose and Shared Values influence decisions about the clients it serves, the work it accepts, the people it employs, and how its businesses grow (Deloitte, 2025). This shows how its purpose can move beyond a statement and become part of everyday business decisions.
The organization also demonstrates its purpose through social and environmental initiatives. Deloitte's social responsibility efforts focus on using its people, skills, and technology to expand access to education and employment opportunities, while its environmental initiatives focus on reducing its environmental impact and supporting a transition toward a low-carbon future (Deloitte, n.d.-c). These efforts are consistent with Eccles et al. (2020), who explain that corporate purpose becomes more meaningful when it is incorporated into an organization's strategy and operations. By connecting its professional services with investments in people, communities, and environmental sustainability, Deloitte provides practical examples of how its stated purpose influences its actions.
Interpreting Deloitte’s Business Strategy
Based on these practices, Deloitte's strategy appears to be using its purpose to guide business decisions while also strengthening relationships with its stakeholders. Deloitte states that its purpose and Shared Values support its strategy and decision-making, suggesting that purpose is intended to influence how the organization competes, serves clients, develops employees, and maintains trust (Deloitte, 2025). This connection is important because Deloitte's success depends not only on the services it provides but also on the trust and confidence of its clients, employees, regulators, and other stakeholders.
Malknight et al. (2019) explain that purpose can become central to business strategy when an organization uses it to create value and shape its competitive position. Deloitte's approach reflects this idea. Its focus on integrity and quality supports its relationships with clients, while its investments in employees, inclusion, communities, and sustainability extend its impact beyond traditional client services (Deloitte, n.d.-a; Deloitte, n.d.-b).
Overall, Deloitte appears to use its purpose as a framework for balancing business performance with a broader responsibility to its stakeholders. Its actions suggest that “making an impact that matters” is intended to influence both what the organization does and how it operates. In my view, the strongest evidence of a purpose-driven organization is not simply having a meaningful mission statement, but being able to connect that statement to actual business practices. Deloitte's emphasis on ethical conduct, employee development, social responsibility, and sustainability provides evidence of that connection and demonstrates how organizational purpose can help shape business strategy.
References
Blount, S., & Leinwand, P. (2019, November 1).
[Why are we here?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1906J-PDF-ENG%2Frich-text) _Harvard Business Review_ ,
_97_ (6), 132–139.
Deloitte. (n.d.-a).
_Our purpose and values_. Deloitte.
[Our Purpose and Values | Deloitte Global](https://www.deloitte.com/global/en/about/story/purpose-values.html)
Deloitte. (n.d.-b).
_Global principles of business conduct_. Deloitte.
[Global Principles of Business Conduct | Deloitte Global](https://www.deloitte.com/na/en/about/story/purpose-values/global-principles-of-business-conduct.html)
Deloitte. (n.d.-c).
_Social responsibility_. Deloitte.
[Social responsibility | Deloitte Global](https://www.deloitte.com/global/en/about/people/social-responsibility.html)
Deloitte. (2025).
_Governance: 2025 global impact report_. Deloitte.
[Governance – 2025 Global Impact Report | Deloitte Global](https://www.deloitte.com/global/en/about/governance/global-impact-report/global-report-governance.html)
Eccles, R. G., Strine, L. E., & Youmans, T. (2020, May 13).
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