Ikigai – a Japanese concept meaning “reason for being” is based on how what we love, we’re good at, what the world needs, and what we can be rewarded for come together. Though deeply personal, it is also inherently social. When employees discover their ikigai at work, something remarkable happens: personal agency ignites. They move beyond simply completing tasks to contribute with purpose, make confident decisions, and feel truly empowered.

Still, individual purpose cannot thrive in isolation. Organisational mission matters – not as empty corporate talk – but as the shared “why” that gives collective effort direction and meaning.

Why Alignment Matters

Organisational alignment occurs when individuals, teams, and strategic priorities all move in the same direction and are guided by shared values and mission. Without it, organisations break into silos; employees wrestle with conflicting values and day-to-day work; and energy dissipates  through misaligned activities.

The cost of misalignment is high: skilled people feel like cogs in a machine they neither understand nor believe in. Turnover increases, innovation slows, and the sense of belonging and psychological safety we explored last month fades when people don’t see their personal purpose reflected in the organisation’s mission.

When personal ikigai overlaps meaningfully with the organisational mission, the benefits multiply. Employees give extra effort because the work aligns with their core values. Additionally, decision-making is synchronised and faster because shared purpose creates natural alignment. Teams collaborate smoothly as they pull toward the same goal. This is not theory – it’s a competitive advantage.

Values connect the personal and collective

Value congruence occurs when employees and leaders genuinely share core beliefs. It bridges individual purpose and organisational mission. Proves that values aren’t slogans on walls; they are lived behaviours that show what truly matters. When an organisation’s mission genuinely reflects its people’s values, connectedness deepens, trust grows, and buy-in becomes natural instead of forced.

Genuine connections create psychological safety, allowing employees to engage authentically. This makes teamwork productive instead of problematic. However, how do we move from individual ikigai to collective success in 2026?

It starts with honest conversations:

• Do you understand how your personal strengths and passions connect to the organisation’s mission?
• Can you explain your team’s contribution to the broader purpose?
• Where do your values align with – or differ from – organisational priorities?
• Are you empowered to shape how your role supports both your purpose and shared goals?