→ Watch more videos in this playlist on YouTube

Our Perspective

What this means for leaders navigating growth, change or transformation in their organisation.

The Real Risk

Leaders often frame purpose as a political stance to be taken or avoided. That’s a false choice. The real risk isn’t taking a side; it’s ambiguity. When values are fuzzy, customers can’t tell what you stand for, teams pull in different directions, and decision-making slows under pressure.

IBM Institute for Business Value, in partnership with the National Retail Federation, notes that roughly two-thirds of US consumers say their social values affect purchases — which makes a coherent purpose commercially relevant, not just morally appealing.

Purpose As Criteria

Purpose earns its keep when it becomes a set of criteria for everyday trade-offs. Treat it less as a statement and more as a way to decide. A few non-negotiables, used consistently, cut noise and make choices faster and clearer across functions.

Practical moves:

• Define three to five non-negotiables that will guide product, procurement, partnerships, and people decisions.
• Translate each into simple decision rules by function — what we do, what we won’t, and what we’ll phase.
• Name the trade-offs you will accept (e.g., slower onboarding, different suppliers) to stay true to those rules.

Show, Then Say

Sequencing matters. Evidence first, narrative second. Customers look for proof in how you design, price, and support — not in seasonal campaigns. In our experience with organisations at inflection points, purpose sticks when it’s visible in roadmaps, supplier standards, and leadership incentives before it appears in headlines.

Ways to prove it:

• Build three operational proof points you can keep delivering under pressure — for example, repairability targets, transparent sourcing, or service guarantees.
• Report on progress and misses with the same cadence and tone; credibility grows when gaps are owned early.
• Give teams latitude to escalate value conflicts quickly so small compromises don’t accrue into bigger reversals.

Leadership Implications

Purpose clarity sharpens positioning. It attracts the right customers while politely filtering out poor fit opportunities. That selectivity improves focus, reduces churn risk, and makes growth more durable because expectations are set by deeds, not rhetoric.

It also strengthens internal alignment. When values are codified as choices, debates become faster and less personal. Disagreement turns into principled trade-offs, not theatre. Over time, trust compounds: even those who don’t fully agree respect a consistent pattern of behaviour.

What Changes Next

As values shape demand, the advantage shifts to organisations that operationalise purpose and let the evidence speak. Those who reframe it as criteria — and live with the trade-offs — will find that conviction travels faster than claims and endures longer than campaigns.

Sources:

1. Reframing Brand Behaviour for Customer Engagement
2. Strategic Alignment: Turning Brand Purpose into Action
3. Real-Time Responses to Meet Evolving Consumer Expectations