Corporations are currently confronting major, interlocking crises, including climate change, biodiversity loss, inequalities, and social isolation. When under threat, executives tend to focus inward and on the short term. This is particularly unfortunate because it is in such crises that executives need to see beyond the here and now in order to ride the storms. In this paper, we argue that corporate purpose helps organizations fight such myopia and offer four mechanisms through which this works: exposing new insights, seeing issues holistically, helping to sustain focus, and bringing unity and direction.History: This paper has been accepted for the Strategy Science Special Issue on Corporate Purpose.Funding: The authors acknowledge the generous funding from the Social Sciences and Humanities Council of Canada [Grant 895-2015-0026] that contributed to the broader project in which these ideas were generated.

Scholars have long sought to impact management practice. However, the current conceptualization of impact is grounded in dualisms, separating researchers from managers, means from ends, and thought from action. Such a dualistic understanding of impact hampers researchers’ and managers’ ability to achieve impact. Nowhere is this issue more acute than in the context of grand challenges, which require researchers and managers to work together closely. As a way forward, we propose a pragmatist perspective on impact, where impact is not seen as a one-time, unidirectional event, but rather as a relational and recursive process. By overcoming dualisms in traditional approaches to impact, pragmatist impacting can help advance progress on grand challenges and our current understanding of co-creation. In this article, we illustrate pragmatist impact ing and reflect on its opportunities and challenges through our experience at Innovation North, an innovation laboratory that brought together researchers and managers to co-create a systems innovation process.

The challenges that are associated with the 17 United Nations sustainable development goals are wickedly complex and interconnected in nature. Because they require transformational changes at the systems level, the pace of change has, so far, been nowhere near fast enough to meet the goals by 2030. In this paper, we analyze the catalytic actions of a novel form of organizing that could potentially facilitate the timely achievement of transformational aspirations such as the SDGs: the transformation catalyst (TC). By identifying 27 TCs and analyzing their vision, mission, values, and their practices represented on their websites, we elaborate the following four key ways that TCs are distinctive from other entities, and therefore potentially more capable of facilitating transformational changes at the systems level: (1) TCs have transformation agendas that target systems-level solutions to bring about large-scale and fundamental changes in the relevant system(s), as opposed to more incremental or fragmented approaches; (2) TCs engage in catalytic actions, such as connecting, cohering, and amplifying the work of partners and collaborators; (3) TCs clearly acknowledge the current status quo, attributions, and urgency (i.e., sensemaking) of the issues on which they focus; and finally, (4) TCs embody systems orientation. In exploring how TCs work, we hope to build a solid conceptual framework for understanding the nature of transformative catalytic action on societal issues, and consolidate our understanding of what elements are needed if TCs are to work, providing a starting point for future research.