To instill a company's "purpose" in its employees. What role does the approach of philosophical dialogue play? (Part 2)

"My Purpose" helps enhance corporate value and motivate employees. To assist in its formulation, Yosuke Horikoshi,a Specially Appointed Researcher at the Uchihiro Chair for Symbiosis at the University of Tokyo's Center for Transnational Philosophy for Symbiosis (UTCP) , and Dentsu Inc. have jointly launched the "My Purpose Formulation Program," utilizing "philosophical dialogue."

In the first part of our interview with Yosuke Horikoshi of UTCP, a practitioner of philosophical dialogue, and Naota Nakamachi of Dentsu Inc., who spearheaded the program's development, we introduced the background behind the program's launch and an overview of the service. In this second part, we explore the changes in branding generated by this program and future prospects for utilizing philosophical dialogue.

Corporate Branding Transformed by a Philosopher × Dentsu Inc.

Q.As mentioned in the first part, the program began with the meeting between Professor Horikoshi, who is attempting to practice philosophy in society through philosophical dialogue, and Mr. Nakamachi, who was exploring corporate branding methods. That said, many might find it quite surprising that a philosophy researcher from the University of Tokyo and Dentsu Inc. would team up. What do you consider to be the unique strengths of this particular partnership?

Horikoshi: From a researcher's perspective like mine, the major benefit is being able to create programs grounded in a precise understanding of corporate needs. Relying solely on a researcher's viewpoint can sometimes mean we don't fully grasp what companies truly seek. In that regard, Dentsu Inc. has extensive experience in developing corporate purpose statements and branding for numerous companies, giving them a very high level of resolution in understanding corporate challenges and needs. By having Dentsu Inc. customize our philosophy dialogue methodology to suit the specific needs of each company, we can create even more effective programs.

Nakamachi: In business settings, it's common to swallow terms like "employee engagement" or "customer experience" – currently major issues – without delving into their meaning. This leads to moving forward with a vague understanding, without clear mutual agreement. Philosophical dialogue, however, prevents such ambiguity. It involves thoroughly re-examining the essence by asking "What is ~?" or "Should we ~?" and questioning premises and reasons with "Is that really true?" or "Why is that so?" We value the process of everyone thinking together, even if it's a bit troublesome or time-consuming.

Philosophy involves formulating your own questions and thinking through them to arrive at your own answers. The greatest energy is expended in creating your own questions.

Expanding the potential of people and organizations through philosophical dialogue

Q. What kind of response have you received since releasing this program?

Nakamachi: Since we just released it in March 2023, we're currently at the stage of introducing this solution to client companies we're assisting with purpose formulation and to individuals struggling with purpose implementation.

Companies struggling with purpose implementation aren't necessarily looking to impose a predefined purpose from the start; they're searching for a better approach. When we introduce this program, many realize, "Actually, the point of purpose development isn't just getting employees to memorize it—it's about translating it into their own words and putting it into practice." Consequently, more clients are resonating with our proposal: "Let's design internal communication strategies centered around My Purpose to drive purpose adoption."

The "philosophy" angle also resonates well. Through repeated proposals, I've discovered surprisingly many people enjoy philosophy—whether it was their university major or they have favorite philosophers. Philosophy has become a hook, enabling grounded discussions about purpose and My Purpose. This has been a significant positive response since the release.

Horikoshi: Among companies wanting to implement philosophy-based programs, many seem driven by a desire to change the company, especially among younger employees. Philosophical questions transcend seniority, allowing flat discussions between veteran employees and those just one or two years in. Flexible thinking from younger staff might even spark a "let's change our current purpose" movement. When that happens, I hope they embrace change without hesitation. Creating an environment where open dialogue can flourish within the company should also contribute to its mid-to-long-term growth.

Q. While achieving the purpose is the goal of a company's activities, securing short-term profits is also crucial for sustaining operations. Many businesspeople likely feel the challenge of these two often being difficult to reconcile. Do you have any advice for readers who frequently encounter this barrier?

Horikoshi: First, I want you to value "questions." Questions like "What would happen if we had this?" or "What is the fundamental significance of this?" generate new movements and energy. By doing so, the entire organization gradually changes. An organization should transform in response to changes in society and values, as well as through input and output. Questions and philosophy are what facilitate this cycle.

As I mentioned earlier, purpose isn't absolute either. It's okay to adapt it according to the situation. By using questions as a hook to engage in dialogue with employees, improving the organization's openness and transparency, I believe creative value and work emerge.

Q. Thank you. Using "questions" to drive the organization is very compelling. Finally, could you explain how the "My Purpose Development Program," utilizing "philosophical dialogue," assists clients?

Nakamachi: First, as per the solution's intent, we envision offering it to companies facing various challenges. Many businesses today grapple with issues like declining employee engagement, generational divides in values, difficulties sharing information across departments, and a lack of understanding or buy-in for purposes, visions, or missions set by upper management. These often arise as a reaction to the rapidly changing social environment. We believe introducing philosophical dialogue—whether between managers and subordinates or among colleagues within a department—to explore fundamental questions can make a significant impact. While defining purpose and translating it into personal purpose is one example, we are confident this approach can address a wide range of challenges.

Horikoshi: Whether for individuals, organizations, or even society, overlooking the essence is one reason things stagnate. By establishing various programs centered around philosophical dialogue, tailored to specific objectives, we aim to connect this approach to solving a broader range of challenges.

We've seen that in future corporate branding, philosophical dialogue and the questions it generates represent a highly intriguing approach for significantly expanding the potential of people and organizations. Beyond corporations, utilizing philosophical dialogue for defining personal purpose and training in local governments and educational institutions is also expected to contribute to transforming individual and organizational awareness and enhancing capabilities.