Talking about corporate purpose has become a common conversation in executive committees, agencies and any forum where the future of organisations is discussed. It is not a passing trend, although the notion of a trend—always slightly pejorative—has helped popularise the term. In corporate communication and strategy, purpose is a critical tool for giving a brand coherence, meaning and differentiation. However, it remains one of the most misunderstood and poorly executed concepts. Communicating with purpose does not mean dressing a company in solemn words, but orienting its messages around genuine conviction, supported by tangible decisions and an honest narrative.
Purpose has become a central element of communication strategy because it helps explain not only what a company does, but why it does it and who truly benefits. In an environment saturated with messages, and a market where functional differentiation is increasingly difficult, the ethical and social dimension of business gains relevance. Consumers, employees and investors look for signs of coherence. They want to know whether companies are guided by something more than their financial results. This cultural shift—reinforced by digitalisation and greater public transparency—positions purpose as a fundamental pillar for organisations that aspire to build lasting trust.
Purpose: A Concept on the Rise
Why has this term gained such strength in recent years? The answer lies largely in the context. The financial crisis, the 2020 pandemic and the social debate around sustainability have shaped a scenario in which companies are expected to demonstrate their impact. It is no longer enough to announce what they do; they must justify why they do it, according to which criteria, and with what effects on society.
Moreover, the rise of ESG criteria has incorporated purpose into the language of corporate governance. Companies feel observed, regulated and, in many cases, challenged by their stakeholders. In this context, purpose acts as both compass and narrative, helping to organise internal priorities and communicate commitments in a comprehensible way.
The Risks of Ignoring Purpose
Overlooking purpose in corporate communication entails significant risks. A company that ignores its purpose, or never pauses to define it, tends to fall into a tactical, reactive and fragmented discourse, unable to explain its real contribution. In an environment where reputation is measured in real time, brands that do not know who they are or what they represent become vulnerable to criticism, distrust and narrative inconsistency. They also lose the ability to attract talent, build credibility in the markets and establish stable relationships with their communities. The absence of purpose ultimately leads to superficial communication that creates neither memory nor meaning, and which ends up diluting corporate identity.
However, even companies that have adopted purpose as a strategic element often make significant mistakes. The most common is posturing. Purpose becomes hollow when it is used as a pretty slogan, a motivational claim or a veneer intended to make the organisation appear responsible.
Posturing is detected quickly: grandiose messages, excessive commitments, emotive announcements and an overdose of storytelling with no direct link to real operations. When discourse goes one way and decisions another, the inconsistency becomes a reputational risk greater than the absence of purpose itself. The public does not forgive contradictions and, in a hyper-connected environment, the gap between what is said and what is done becomes instantly visible.
How to Tackle the Challenge
Organisations that truly want to communicate from purpose must start with action. Purpose is not written: it is demonstrated. It is built from business priorities, the impact of operations, the type of value generated and the way the company interacts with society. This involves reviewing processes, promoting coherent internal policies, adopting sustainability criteria, developing transformative projects and undertaking verifiable commitments. Action precedes narrative, because only action can sustain a credible purpose-led story over time.
Management must ensure that what is communicated is backed by visible evidence and strategic decisions that clearly express how that purpose is put into practice.
Translating this action into communication requires method, discipline and strategic perspective. It is not enough to incorporate the word “purpose” into the annual content plan. The key lies in turning it into concrete messages, relevant to each audience and connected to day-to-day operations. Communication must become the reflection of a corporate culture that integrates purpose into every decision, from product design to talent management. This requires avoiding a moralising tone, rejecting inflated promises and adopting a transparent, fact-based approach. In practice, communicating from purpose means clearly explaining how the company helps address real problems and what measurable impact it is generating.
Corporate purpose will continue to be an essential element for companies seeking to differentiate themselves authentically, attract talent, strengthen their reputation and maintain solid relationships with their stakeholders. Its strategic value increases when it becomes a driver of action and is conveyed through honest, rigorous and reality-based communication. Companies that understand this logic and reject posturing will be better positioned to lead, inspire and generate impact. In the end, communicating from purpose is not about saying more, but about doing better.
