Taking stock of corporate purpose in a politically contested era

Our Director Patrick Steen reflects on the political and cultural forces redefining corporate purpose in 2026 - and why now is the moment for a stocktake.

When Purpose Union was founded in 2019, we argued that the world was entering the “Purpose Decade”. The public, employees and even investors were calling on businesses to act for society and the planet. Our Purpose Pulse polling showed consistent support for companies doing well by doing good. But in 2026, we have to ask: were we wrong?

The last few years have seen a fragmented response from businesses to a rapidly changing social and political landscape. Across the United States and parts of Europe, some organisations have evolved their language around DEI and ESG activity.

Political scrutiny has increased, and issues such as migration and net zero have become more polarised in public debate. Accusations of greenwashing were replaced by examples of “greenhushing”, as businesses chose to say less about climate in response to a more hostile climate.

What once felt like mainstream corporate positioning has become politically contested territory. This also hasn’t been helped by some companies failing to properly align their purpose with their business or product, instead relying on shallow issue-based marketing.

The pushback is visible and cultural

Yet there are clear signs of a counter-pushback against that retreat. Consumer activism has re-emerged in response to perceived corporate retreat. Meanwhile, cultural platforms are once again being used to surface human rights issues. 

Seeing more actors and athletes using their platforms to highlight causes that matter to them was a trend we predicted last year. At the 2026 Grammy Awards, several artists wore “ICE Out” pins in response to intensified immigration operations in states including Missouri. Billie Eilish declared, “No one is illegal on stolen land.” Bad Bunny’s Super Bowl performance shared the unifying message ‘The only thing more powerful than hate is love.”

Whether corporate leaders agree with every position expressed is not the point. Immigration, geopolitics, climate and inequality are being argued openly and emotionally, in front of global audiences in public and on social media. This might not seem like it matters to organisations. However, culture shapes expectations of business, and they need to be prepared for it.

The Purpose Gap

What we are witnessing is a stress test. Purpose has moved from relative consensus into an overt political contest. The tone of debate has changed, but the structural facts have not. Climate transition remains embedded in energy markets, particularly in Europe. Demographic change continues to shape labour markets. Investor scrutiny around governance and long-term risk has not disappeared.

Internally, many organisations still understand the importance of doing well by doing good. Sustainability teams continue modelling transition risk. HR leaders recognise the productivity and innovation benefits of inclusive workplaces. At the same time, newer entrants with strong ethical and environmental commitments continue to attract consumers from more established brands that have grown cautious - see Honest Mobile and Tony’s Chocolonely. 

This creates what we call the “Purpose Gap”: the distance between what organisations believe internally and what they are prepared to speak out on externally. Defensive posturing is understandable, but it is not a long-term strategy. If organisations remain there indefinitely, they risk ceding narrative leadership to others while simultaneously confusing their own people. 

The arguments must be remade

At our 2026 Forecast event in partnership with More in Common, we argued that the coming year would require organisations to revisit arguments that had previously felt settled. Moral framing alone will not suffice in a more adversarial climate. The case for net zero must also be articulated as an argument for energy security and growth. The case for inclusion must be grounded in its broader benefits to society. 

At the same time, boldly responding to every cultural flashpoint without the internal structures to back it up continues to be risky. Which is why what will matter in 2026 is coherence. The organisations that will succeed in this environment will not be the loudest nor those that withdraw entirely. They will be those who demonstrate disciplined, commercially grounded conviction, supported by credible internal capability.

This is why now is the right moment for organisations to take stock. Leaders need a clear view of where purpose sits inside their business today: how deeply it is embedded in strategy and whether their public positioning reflects that reality.

At Purpose Union, we help organisations carry out this assessment through a structured process that clarifies how purpose is embedded in the business and the opportunities it creates. It culminates in a practical report that provides you with a stocktake of your activity, expectations on your business and a direction of travel for the future.

If you are reassessing how to position your organisation in light of political backlash and cultural pushback, now is the moment to take stock - get in touch.