So says my colleague Geoff Colvin, and I'm inclined to agree. In a world where many of the most valuable products can be produced in infinite quantities at no additional cost, where money is lent by central banks at zero interest rates (or less), and where innovation is the only thing that provides sustainable value, talent is key.That's why our annual Best Companies to Work For list, now 19 years running, has become our most popular franchise (see our package of stories that begin on page 141). Companies fight to get on this list each year because they know it will help them attract the very best talent. Potential employees refer to the list year-round to line up their dream jobs. It drives change: The best workplaces get a little better each year in a race to the top. All we can say is, You're welcome.But what defines a great workplace? It's not just free food, generous benefits, and nap pods (although those clearly don't hurt). You'll see one word throughout this issue that attempts to capture the essence: culture. Today's workers are looking for a corporate culture that values them and their contributions. That's particularly true for members of the millennial generation, who are less likely tobe married and less likely to participate in organized religion than previous generations, and therefore more likely to see their employers as a principal connection to society. Closely tied to culture is purpose. Steve Howe of EY tells us the two go hand in hand: "To improve its culture, a company must first define its purpose: Why does it exist, and what greater good does it serve?"
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