Corporate Purpose

How leaders can adapt to a very different future.

Companies that integrate creativity, analytics, and purpose are delivering at least two times the growth of their peers.

Employees expect their jobs to bring a significant sense of purpose to their lives. Employers need to help meet this need, or...

We map the different ways in which the economic value that large companies create flows to households in OECD economies and examine...

In the wake of the pandemic, the world’s long-term investors are reexamining their purpose.

Consumers and society at large are expecting more from business. Embracing these responsibilities can help shareholders, too.

Just as with other business priorities, stakeholder capitalism is a matter of execution. Here are five steps to get it right.

Activists continue to poke holes in corporate performance and returns, but they are having their greatest success with governance...

What does it mean to embrace stakeholder capitalism? Two experts explain the rationale and the steps.

How PayPal has made societal impact and purpose the guiding lights of its strategy.

Answering three questions about purpose and environmental, social, and governance issues can help business leaders zero in on what matters most for their organizations.

Joint research from FCLTGlobal and McKinsey highlights the behaviors that can help corporate leaders and board directors sidestep pressures and stay focused on the long term.

Former UPS finance chief Kurt Kuehn describes how the SASB framework can help companies measure, manage, and disclose material ESG and other nonfinancial risks.

As environmental, social, and governance issues become more urgent, companies are looking to create both profits and progress.

The growing evidence that sustainable corporate practices link closely to performance is focusing investor and acquirer attention on ESG scores. But how reliable are they?

In a new survey, executives and investment professionals largely agree that environmental, social, and governance programs create short- and long-term value—though perceptions of how have changed over the past decade.

Getting your environmental, social, and governance (ESG) proposition right links to higher value creation. Here’s why.

Nonfinancial reports helped stimulate the growth of sustainable investing. Now investors are questioning current reporting practices—and calling for changes that executives and board members must understand.

To harness the power of corporate purpose, CEOs and other senior executives must pressure-test that purpose with their teams, employees—and themselves.

Your company’s purpose strengthens resilience and creates value—if it’s genuine. A new framework highlights a detailed approach to embedding purpose throughout your organization.

Companies will define what they do in the crucible of COVID-19 response—or be defined by it. Here’s how to frame the challenge.

What is your company’s core reason for being, and where can you have a unique, positive impact on society? Now more than ever, you need good answers to these questions.

A large spotlight is shining on corporate actions these days, and all stakeholders have growing expectations. A board’s involvement in defining purpose helps meet those expectations.

Milton Friedman’s pathbreaking essay on corporate purpose was published on September 13, 1970. How much has management thinking evolved?

Creating strong links to an individual purpose benefits individuals and companies alike—and could be vital in managing the postpandemic uncertainties that lie ahead.

Why companies must now compete on trust and deliver value to multiple stakeholders.

Reckitt Benckiser’s CEO reflects on his experience transitioning into the leadership role and driving strategic change...

Karen Wood, chair of South32, talks about what makes the company’s purpose and strategy resilient in unpredictable times....

Digital technologies are important, but “good, old-fashioned trust” is indispensable, says Peter Harmer.