Hoshin kanri
Turning a direction at the top into something a team can act on at the bottom.
Yoji Akao (ed.), Hoshin Kanri: Policy Deployment for Successful TQM
1991
A Japanese planning method, usually translated as policy deployment. Leadership sets a small number of breakthrough objectives, and each level below translates them into what it will actually do, negotiating that translation upward rather than receiving a target downward. The negotiation is the method. A cascade without it is just a quota.
It belongs in the Purpose cell because it is the only mature answer to how intent survives being passed down several levels. That problem gets harder when some of those levels are agents that cannot ask a clarifying question.
What orients a person and an agent when neither can see the whole system?
Where on the evolution curve does each capability sit, and does that dictate build, buy, or let go?