Your company's next stage of growth starts with a direction worth believing in
The larger a company grows, the more diverse its businesses, and the more complex its stakeholders, the harder question usually isn't what to do next. It's:Why do we keep going? Who are we truly creating value for? And how do we get the whole group moving in the same direction?
What large enterprises and groups need isn't a standardized program — it's a purpose transformation journey personally anchored by the founder and core leadership, and coached deeply by DOMI's founder-level advisors. It starts by finding what your company truly believes, then carries that belief into group strategy, culture, talent, supply chain, brand and market — becoming the shared direction for your next stage of growth.
The bigger you grow, the more you need a direction that won't get lost along the way.
When a company is small, it usually has one product and one founder. The direction — and why it matters — lives clearly in one person's head. It doesn't need explaining, because the same person makes every decision.
But as the company grows — more business lines, more markets, more layers of management — that direction starts to dilute. More people are making decisions, the market gets more complex, and a belief that was once crystal clear in the founder's mind may never reach every business unit, every subsidiary, every newly hired manager.
Eventually, the organization may end up with more resources, more complete systems, a far bigger footprint — and yet have lost something more fundamental: a shared direction everyone can align to, one that answers why we're doing this.
- What is the reason we exist?
- Beyond revenue and scale, what value do we actually want to create?
- When short-term gain conflicts with long-term responsibility, what do we decide by?
- How do leaders across different business units and generations move in the same direction?
- How do sustainability, brand, talent and innovation stop working in silos?
Purpose isn't writing a company a prettier vision statement. It's building the core everyone can return to when making the next stage's choices.
A company's purpose can't be ghostwritten by an outside consultant.
DOMI doesn't walk in with a ready-made answer and tell you what your purpose should be. A direction that's genuinely yours can only grow out of your own history, relationships and choices — DOMI's role is to help the founder and leadership find it together, not to write it for them. That's why every purpose transformation journey needs the founder and core leadership personally involved.
- See the value the company has genuinely built up along the way
- Put into words beliefs that were never clearly articulated before
- Face the differences across generations and business units
- Turn ideals into principles the company can actually decide by
- Turn direction into a path the whole organization can take part in
Direction can't be outsourced. But leaders don't have to do it alone.
From the reason your company exists, to how the whole group acts.
Purpose transformation unfolds across four stages — connected to each other, yet each completable on its own. Every stage has a clear decision gate, deliverables and conditions for the next step. This isn't a one-time purchase of a complete package; it's a step-by-step advance driven by consensus and results.
Large enterprises｜Starting from relationships, to find the future your company truly wants to build
With the founder and leadership team participating together, four stages turn a belief held in the mind into a corporate purpose that can actually drive action.
Find the reason your company exists
Stage one returns to the company's true starting point: why does this company exist? What is its relationship to the society, the industry, the land it sits within? This isn't about searching outward for a catchy line — it's about looking inward, and seeing again what the company has genuinely built up, and genuinely believes, along the way.
This stage isn't about crafting a slogan. It's about helping the founder and leadership find:
- The core reason the company exists
- Who it truly wants to create value for
- The beliefs and principles it won't trade away
- The direction worth investing in for the next decade
Decision gate
Is leadership willing to jointly commit to this direction, and let it enter real decisions?
Clarify who your company truly wants to help succeed
Stage two goes further, identifying who the company's beneficiaries really are, and what their real situation and expectations look like. This isn't just answering "who is our customer" — it's:
Because this company exists, whose life, work or future do we want to make better?
A beneficiary isn't necessarily just the customer who buys the product — it could be employees, supply-chain partners, the community the company sits in, or the next generation touched by its impact.
- The core problems and real needs beneficiaries are facing
- The concrete change the company wants to bring beneficiaries
- Where company growth and beneficiary wellbeing can reinforce each other
- Where future products, services and investment should respond first
Decision gate
Has the company's value proposition already earned enough response in the real market?
Find the sustainability purpose your company is willing to commit to long-term
Stage three integrates the company's core capabilities, its beneficiaries' needs, and its impact on society and the environment. This isn't about writing one more externally-facing sustainability statement — it's:
Facing so many social and environmental issues, which ones is this company genuinely capable of, responsible for, and willing to commit to changing long-term?
Sustainability purpose becomes a company's long-term throughline — not a one-off project or a report, but something that genuinely enters how the company operates, decides and behaves.
- Where core capabilities, beneficiary needs and social impact intersect
- How sustainability purpose connects to products, services and business development
- The core theme different business units and departments can share in
- The sustainability outcomes and impact worth building over the next decade
Form the shared direction that genuinely moves the company forward
Having gone through the previous three stages, a company doesn't end up with three separate answers — it weaves them into one integrated purpose system: a shared direction that answers why we exist, who we create value for, and what change we're willing to commit to long-term, all at once.
Together, the company will form
- A clear corporate purpose the leadership team jointly owns
- Decision principles that help the team judge priorities
- A development direction that extends to products, services, brand and market
- An action basis that reaches talent, supply chain, culture and resource allocation
- A shared language that connects different business units and departments
- A long-term commitment that can keep being practiced, reviewed and adjusted
This journey will help the founder and leadership team
- See afresh the company's relationship with society, its beneficiaries and the environment
- Clarify the value the company genuinely wants to achieve long-term
- Build a consistent basis for judgment across differing views and choices
- Let purpose grow from a belief in the leader's mind into a direction the whole organization moves on together
- Let sustainability stop being just a project, and gradually enter the company's strategy, choices and daily operations
Every stage has clear deliverables, a decision gate, and conditions for the next step. A company doesn't have to walk the whole path at once — it advances step by step, as consensus, capability and results build.
Together, the four stages form a purpose transformation journey that starts from the company itself, is personally anchored by its leadership, and can keep accumulating across the whole group.
Not just a mission statement — a direction system your company can keep running on.
A corporate purpose the leadership fully owns
Not a line written by the PR department, but a direction that enters the boardroom and real business decisions.
A business purpose that creates market value
So social and environmental value stops being only a cost, and becomes something customers choose and the company grows on.
A group-wide sustainability strategy map
So different business units, departments and regions know how they participate, and what should come first.
A set of pilot actions that can genuinely launch
Not a grand plan that finishes in five years, but concrete choices you can start validating within 90 days.
A leadership and governance mechanism
So the transformation has an owner, a rhythm, a way to measure it — and stays reviewable by the board and management.
An internal capability that no longer depends on a consultant
DOMI's real goal isn't to keep your company dependent on us — it's for the organization to keep learning, adjusting and moving forward on its own.
This is a transformation leadership starts — but the whole organization has to finish together.
Tier one｜Anchors
- Founder
- Chairman
- CEO
- Core group decision-makers
They answer: why does the company exist, what is it willing to commit to, and which choices can never be sacrificed.
Tier two｜Drivers
- Business-unit heads
- Chief Sustainability Officer
- Chief Strategy Officer
- Chief HR Officer
- Brand & marketing leads
- Operations & supply-chain leads
They turn direction into strategy, systems and cross-department action.
Tier three｜Co-creators
- Key talent
- Subsidiary representatives
- Customers and suppliers
- Community and local partners
- Other key stakeholders
They help the company understand real needs, validate value, and keep the transformation from living only at headquarters.
Purpose transformation can't be cleanly outsourced. Whoever truly owns the direction has to be in the room.
Founder-level advisors who don't just bring a method — they stay with you through the hardest choices.
What actually stalls large enterprises usually isn't a lack of methods or frameworks. It's having to choose, inside real tensions like these:
- Different leaders imagine different futures
- Existing businesses conflict with the new direction
- Short-term performance pressure is hard to balance against long-term value
- Headquarters, subsidiaries and regional markets each face their own reality
- The direction sounds right, but no one is willing to change how things are actually done
We stay alongside the leadership team to
- Ask the questions no one usually dares to ask
- See the real concerns behind different positions
- Turn abstract ideals into clear choices
- Build consensus inside conflict and uncertainty
- Make sure every step has an outcome, and a next step
We don't decide the answer for your company. We stay with your leaders until they find an answer they're willing to own together.
This journey especially suits companies standing at a real turning point.
Your company is entering its next growth stage
The business is scaling fast, and the organization is starting to need a clearer shared direction.
The founder is preparing to hand over, or entering generational succession
You need to turn the founder's convictions into a direction the next generation and professional managers can genuinely carry forward together.
The group's businesses are diverse, and share no common language
Different subsidiaries have grown apart, and need a shared core value and strategic connection rebuilt across the group.
You've already done a lot on sustainability, but it still hasn't reached the core of the business
There are reports, projects and KPIs — but sustainability still isn't really shaping investment, product, talent or market decisions.
Your company is facing a shift in market, brand or talent
You need to answer again: beyond product and price, what else can make customers choose you?
You want to help move the whole supply chain and industry
Not just improving your own operations, but using your company's influence to drive a bigger shift in the market and society.
A workshop can produce consensus, but only a journey can change how a company actually operates.
A typical consulting project
- An outside consultant diagnoses
- Delivers a report and recommendations
- A handful of departments execute it
- Momentum fades once the project ends
- Results stay stuck in documents and slide decks
DOMI's purpose transformation
- Personally anchored by the founder and leadership
- Starting from the company's own history and relationships
- Validated with real customers and in the real market
- Turned into strategy, governance and pilots
- Building a capability the organization keeps running on
We don't just help a company put into words what it believes. We stay with it to prove how that belief changes its choices and its results.
No rush to pitch — it starts with one real conversation among your leadership.
Every large enterprise's history, scale, governance structure and transformation needs are different — so we don't offer a single standard quote or a fixed package.
In the first conversation, we'll get to know together
- Which turning point the company is standing at right now
- What the founder and leadership genuinely care about
- The group's scale, governance, and who should be involved
- The sustainability and transformation work already underway
- What you most want this journey to change
After that conversation, DOMI will propose the right starting point, scope of participation, stage design and way of working together.
Book a leadership conversationSuited to founders, chairpersons, CEOs, board members, and core group decision-makers.
FAQ: enterprise purpose transformation
- How is this different from the four SME packs?
- The four SME packs (Pioneer / Demand / Supply / Culture) are standardized, staged products that take a single company from purpose to market and supply chain. Large enterprises and groups face an entirely different order of scale, business diversity and governance complexity — this journey is personally anchored by the founder and core leadership, and carries no fixed package: it's designed around your group's scale, governance structure and scope of participation.
- Do we have to start at stage one?
- Not necessarily. If your company already has clear consensus on why it exists (CP), you can start from clarifying beneficiaries (BP) or sustainability purpose (SP) instead. The actual starting point gets confirmed together in the first leadership conversation, based on where your company stands today.
- Who needs to be involved?
- At minimum, the founder, chairman, CEO or a core group decision-maker needs to be personally involved — they're the only ones who can answer why the company exists and what it's willing to commit to. As the journey progresses, drivers such as business-unit heads, the Chief Sustainability Officer, Chief Strategy Officer and Chief HR Officer, and co-creators such as key talent and subsidiary representatives, join in stage by stage.
- How much time does it take?
- It depends on your company's scale and the scope you want to cover — anywhere from a few months to complete a single stage, to a long-term partnership across the whole group. The actual timeline gets proposed together after the first leadership conversation, based on the stage design.
- Roughly how much does it cost?
- The enterprise purpose transition journey starts at NT$500,000 (the same figure as the large-enterprise programme page); group and supply-chain projects are quoted by scope and scale. We don't sell fixed packages — not because we won't name a number, but because every large enterprise's history, scale and governance structure differ: the same budget spent on "getting the leadership aligned first" versus "moving three business units at once" produces completely different designs. After the first leadership conversation DOMI proposes an itemised way of working and cost; advisory hours are not billed separately.
- Can we just do a single workshop?
- A workshop can be a starting point for getting to know each other and opening the conversation. But the real value of purpose transformation isn't in what a single workshop produces — it's whether the direction you find actually makes it into decisions and action. That's exactly why this is a journey.
The further a company goes, the more it needs to know why it set out.
When a company rediscovers a direction worth believing in, strategy, talent, brand and market all start to align around it. That's not just clarity inside the company — it becomes the reason customers, partners and talent choose to walk with you.
If your company is standing at its next key stage, this conversation can start right now.