The Purpose Illusion: Why Companies Can Get It Wrong

Purpose. Everyone wants it. Every business claims to have it. But too often, it’s just words on a wall, not a way of working.

I’ve worked with organisations that pour huge amounts of money and resources into purpose-driven branding, only for employees to roll their eyes because the culture doesn’t reflect the values.

I’ve seen leadership teams sign off on broad mission statements while an array of their day-to-day decisions contradict them.

And I’ve been in rooms where “purpose” gets dismissed as fluff—until the business starts struggling to retain talent, connect with customers, or stand for anything meaningful.

But when purpose is real—when it’s embedded into leadership, strategy, and culture—it changes everything.

Companies that get this right don’t just survive market shifts—they lead them. They don’t just attract talent—they retain and inspire them. They don’t just communicate purpose—they live it.

The question isn’t whether purpose matters. The question is whether it’s real—or just expensive PR.

The Purpose Test: Would Your Business Exist Without Revenue?

Strip it all away. Beyond profit, what would keep your business relevant and meaningful? If revenue disappeared tomorrow, what impact would still remain?

The companies that endure—the ones that attract top talent, create loyalty, and innovate sustainably—don’t need to manufacture meaning. Their purpose is embedded in their DNA. It drives decision-making, shapes strategy, and influences every touchpoint of their business creating real, sustainable value.

The same is true for individuals. Your career, your choices, your work—are they just a means to an end? Or do they reflect what actually matters to you?

Purpose isn’t about a perfect answer. It’s about alignment—closing the gap between what we say and what we do. Recognising that clarity isn’t a luxury—it’s the foundation of long-term success.

Why Purpose Is More Than Just a Trend

Purpose isn’t just a marketing tactic—it’s how people decide where to work, what to buy, and who to trust. We don’t just want purpose. We need it.

Throughout history, purpose has been a guiding force.

The Stoics in ancient Athens saw it as the foundation of a meaningful life. Confucius viewed it as essential for moral leadership. The Bhagavad Gita turned it into a battlefield philosophy. And Nietzsche famously wrote, “He who has a why can bear almost any how.” Viktor Frankl, a Holocaust survivor and psychiatrist, expanded on this in Man’s Search for Meaning—arguing that those who survived the most extreme conditions weren’t necessarily the strongest, but those with a clear reason to keep going.

The point? People are wired to seek meaning.

In the past, that meaning was often found in religion, philosophy, or community. Today, people are looking for it in brands, workplaces, and leadership. A company’s values become an extension of their own. A purchase becomes an act of self-definition. A brand becomes something to rally behind.

This is why purpose-led brands perform better—not just because of good storytelling, but because they tap into something deeper: the human need for alignment between values and actions.

But here’s the problem. Not all purpose is real.

A company that merely adopts purpose as a marketing tool is like a person crafting a persona instead of building character. It’s shallow, fragile, and ultimately unsustainable.

When businesses treat purpose as a strategic driver—not just a slogan—they create something far more powerful.

Purpose Isn’t a Slogan—It’s a Strategy

Purpose isn’t just about branding—it’s about trust. People don’t just buy products; they buy into the people, principles, and decisions behind them.

But most businesses get stuck because they treat purpose as a branding exercise rather than a strategic foundation. It’s easy to write a mission statement. The hard part is making sure it holds up in every decision, interaction, and action.

When purpose is just words, employees disengage, customers see through it, and trust erodes.

But when it’s real—when it shapes leadership, decision-making, and company culture—it transforms everything.

Purpose at Work: Alignment Between Leaders & Organisations

Purpose isn’t about job titles—it’s about decisions. The best leaders don’t just execute strategy; they align their leadership with what matters to them and their teams.

• A waste disposal CEO might not view their role as world-changing. But if they’re driven by sustainability, they could transform their company into a leader in circular economies, recycling tech, or net-zero initiatives.

• A Head of CSR in an ad agency could see their job as compliance. Or they could push the industry toward ethical creative standards and real sustainability messaging.

• A Managing Partner at a consultancy might think their role is just about profit. But if they value mentorship, they can shape a firm where learning and leadership development aren’t just slogans—but realities.

None of these roles scream purpose-driven at first glance.

But purpose isn’t about the job title—it’s about how you lead, how you treat people, and what you prioritise in the day-to-day.

When that alignment is there? It’s the difference between work feeling like a grind versus something that fuels progress—not just for the business, but for the people inside it.

The Four Pillars of Sustainable Growth

Purpose alone doesn’t build long-term success. It needs clear strategy, embedded values, and leadership that makes it real.

At Sustainable Path, we use the four pillars of sustainability to frame what it really means to grow with purpose—as individuals, as communities, and as businesses.

Sustainable Life (Human): Growth starts within—cultivating clarity, resilience, and the confidence to move forward.
Sustainable Society (Social): How we show up for others—creating cultures built on collaboration, integrity, and trust.
Sustainable Business (Economic): Aligning strategy, sales, and business growth with purpose to create lasting value.
Sustainable Planet (Environmental): Translating sustainability goals into real, measurable change.

When individuals are clear on what they stand for, that clarity flows outward—shaping leadership, team culture, and business strategy. It becomes the difference between a company people trust and one they abandon.

Next Steps: Turning Reflection Into Action

This isn’t just theory—it’s something you can apply.

Whether you’re a leader defining your company’s purpose or an individual seeking greater clarity, the first step is reflection.

Want to put this into practice? Download my Reflection Guide—a simple tool to map where you are now, where you want to be, and how to bridge the gap.

Because whether we’re talking about individuals, teams, or entire organisations—growth isn’t just about scaling. It’s about aligning.

The Purpose Illusion: Why Companies Can Get It Wrong—And How to Get It Right