Why Does Your Business Exist?

Like what you see? Consider subscribing to get the latest articles here.

Mission and Core Purpose 

A good strategic plan starts in a simple, but important place: by developing a meaningful business mission that drives the rest of the decisions you make as a company. I really like thinking of your mission as your business’s “core purpose” because I believe it illustrates what a mission is all about: why you exist. 

In his book, "Start With Why," Simon Sinek does a fantastic job explaining the difference between a business that starts with what it does versus a business that starts with why it does what it does. The example he uses throughout the book is Apple vs. Dell. 

Apple produces products across multiple industries—they have iPhones, MacBooks, Mac desktops, AirPods, AirTags, Apple Watches, and iTunes—and now they even have a TV streaming service with Apple TV+. Meanwhile, what does Dell have? Well, they have computer hardware. 

And if Dell came out tomorrow and said, “Hey, we decided we are starting a Dell+ TV streaming service!” our collective reaction as consumers would likely be a quick, “Why the heck is Dell starting a TV streaming service? No chance I buy that.” 

So, what is it that makes it okay for Apple to span multiple industries while Dell cannot? They both produce computers, so they’re not that different. 

Well, as Sinek explains, it’s because Apple starts with why they exist, whereas Dell starts with what they do.  Apple stands for making people feel cool and hip. They want anyone who uses their products to feel like they are on the cutting edge of technology. All of their messaging and commercials reflect this: get an Apple product and you will immediately increase your status! They can therefore develop any product or service that fits this purpose. As consumers, we actually start to identify ourselves with it, and get some kind of positive mental image about ourselves when we use Apple products. (Sorry to all the Android users out there that hate Apple!) 

Meanwhile, Dell focuses on the hardware it produces. Their commercials talk about technical specifications of their products, but that’s about it. As consumers, we don’t identify ourselves with Dell—we just know if we need a certain amount of RAM or processing speed, that Dell may be a good choice. Yet we’re often still more likely to buy an Apple product—whether it’s a better product or not—because we like the way it makes us feel. It's kinda screwed up, but it’s true. 

Then, everything Apple does internally revolves around creating this kind of identity for its consumers. They have developed their entire business around creating products and experiences that create this feeling. They are extremely careful not to act outside of their why.  

It is a powerful example of the benefits of starting with a clear core purpose that can drive all the other decisions you make as a business. 

Core purpose in practice 

One of the most forward-thinking trade contractors in the country is the Sargent Corporation. They have existed for over a hundred years and have survived three generations of familial transition, continuing to grow and attract attention from around the country—inspiring many construction companies to follow in their footsteps. 

If you look at their website or visit their office, they proudly promote their core purpose, which is to build and be faithful stewards of the Sargent legacy and the resources entrusted to them. 

I’ve been fortunate enough to work with the team at Sargent, and I can tell you firsthand that every decision they make in their business is in service to their core purpose: being faithful stewards of the Sargent legacy. It’s one of the reasons they chose to become an ESOP. It’s one of the reasons why they invest uncommon resources in employee and leadership development. Before making strategic decisions, they will genuinely ask themselves: “Does this advance our core purpose? Will this help create more faithful stewards of the Sargent Legacy?” And unsurprisingly, the business continues to grow and serve as a beacon of positivity for a construction industry that sorely needs it. 

Developing your mission 

A mission statement should be short, catchy, meaningful, and easy to remember; you want your people to memorize it and reference it to internal and external stakeholders. 

Start with the question, “Why do we exist?” 

And don’t let yourself get tricked into thinking that, “we exist to build buildings and be a general contractor!” Because that’s not why you exist, that’s what you do. There are lots of general contractors (or subcontractors) out there. If you exist to be one of them, then you will not be any different or better than anyone else. You’ll be a part of the crowd. But why you exist makes you stand out. 

Instead, figure out what gives you meaning as the owner—or as an executive team—and really home in on what gets you out of bed in the morning. 

• Is it creating amazing lives for your people? 

• Is it building the community around you? 

• Is it to make the construction industry a better place? 

Whatever it is, get really clear on why you exist, because the rest of the decisions you make will be influenced by your why. 

Spark Notes:

• Your mission isn’t what you do—it’s why you exist, and that clarity should guide every decision your business makes.

• As Simon Sinek explains, companies like Apple succeed across industries because they start with why, while others like Dell focus only on what.

• A strong core purpose—like Sargent Corporation’s commitment to stewarding their legacy—creates consistency, inspires trust, and drives long-term growth.

• If you want to stand out, start by asking what gives your business meaning beyond the work itself—because purpose is what sets you apart.