Articulating a company's purpose may or not be a good idea. What's essential is acting with purpose. One of the things I like about David Allen's Natural Planning Model, which I keep in my notebook at all times, is the first point:
"Why is this being done? What would "on purpose" really mean?"
Only Dead Fish: Personalising Purpose, 2017-Dec-1 by Neil Perkin
A powerful purpose can be a hugely motivating call to arms for staff and create exceptional competitive advantage, but this only really happens when employees don't just see the words on the walls of the company reception, but see it in the actions of the people and leaders around them and actually feel connected to it. The real value comes from connecting with hearts rather than minds. ...
One of the simplest ways to do this is to put your people in front of customers and for them to actually talk to them rather than read about them in research reports or observe them remotely from behind a screen in a focus group lab. That opportunity to hear directly about the impact (good and bad) of what you're doing creates the kind of unique connection with the work that can't come from anywhere else.
So many businesses talk about being customer-centric, so few leaders actually get out of the office and meet with real customers.