What Supply Chain Leaders Can Learn from the World's Top Chief Executives | Daryl Brewster, CECP

Well, Derek, could you tell us a bit more about the story of how the organization came about, the founder, what's the main purpose, and how has it changed over the last year since it started?

Yeah, the CCP was founded by CEOs and Paul Newman, the actor slash salad dressing maker, some may recall, but by those forced other CEOs and their teams with the belief that the world-leading companies, which are the ones we work with, can and should be a force for good in society.

And that's really what we founded at.

Our early days were very much focused on how companies could invest in their communities.

Communities are those parts of an organization, stakeholders, that you may interact with as you live near there, whether it's a place-based community or a virtual community, but you don't necessarily transact with.

So that was kind of the beginnings.

As time has gone on, though, we found out that the principles that we worked there really could apply across the business and the enterprise and really talk about all of the stakeholders that companies have and this notion of purpose being a force for good was not only a good thing for the world, but could be really good for businesses, their employees and their key stakeholders as well.

Well, and you guys have conducted a lot of research on this and you briefly mentioned it a couple of minutes ago, but I actually have here that's, uh, CSSP recent findings show that companies that align their business practices with purpose reported 25% higher revenue and 22% higher pre-tax profit than their peers.

And, uh, We are a B Corp certified company.

And one of the things and one of the questions we always get is like, well, what's the return? What's the ROI? What's the return on being a purpose-driven company? Well, the numbers are clear, but how do you actually explain this? Why purpose transforms itself into results? What would be the link there and the connection between purpose and performance?

Yeah.

And I'm going to start a little bit with the ROI calculation.

That'll go a little bit deeper.

If you think about the ROI, so it's about the return on the investment, the investment in purpose isn't necessarily very huge.

It's about a mindset.

It's about why you kind of exist as an organization, et cetera.

So a little bit of that repeated, communicated clearly to an organization that embedded in the system is a relatively low cost to drive substantially better performance.

And the reason you get that is you've now united your team around a specific area and a goal you have.

You've built that into the strategy of the enterprise, which makes sure it helps you to make decisions better.

That's not just a thing on the side.

It's part of your business strategy.

And if you build it into your systems, it can help repeat it over and over again.

So we find out is when companies have that sense of purpose and it's embedded, integrated their organization, their employees are less likely to leave.

They're more likely to be engaged.

They're more likely to innovate.