Corporate Purpose in Post-Election America: A Call for Continued Leadership

As I reflect on our latest research in the wake of the 2024 presidential election, one thing is abundantly clear: Americans are not backing away from their expectations of corporate leadership on critical social issues. In fact, they're doubling down.

The data—from a survey conducted by my firm, Carol Cone ON PURPOSE, with The Harris Poll—tell a compelling story. Nearly half of Americans (46%) are calling for businesses to take on a larger role addressing social issues under the incoming Trump administration. This isn't just a liberal perspective; while Democrats lead this effort at 61%, it's noteworthy that a third of Republicans agree. Certain demographics are more likely to look to companies to fill gaps when it comes to social issues, particularly Democrats (61%), Gen Z (58%), Hispanic (52%) and Black (51%) Americans, and urbanites (51%). 

So what exactly do Americans expect from companies in this next era? When we asked, the mandate for business was clear: their people. Eighty-three percent of Americans said organizations should focus on the issues that matter most to their employees. This isn't surprising to me—a company’s employees are its most important stakeholders. They're the economic engine of an organization and bring its purpose to life every day.

Americans next expected business to focus on the major challenges facing the nation as whole, such as healthcare and jobs (82%). The same percentage (82%) want to see businesses direct more attention and resources to the local issues affecting their communities, such as affordable housing to quality schools. Eighty-one percent of Americans feel companies have an obligation to specifically bolster jobs, housing, and education in rural areas.

We then asked Americans to prioritize 23 distinct social issues—both Republican and Democratic-leaning—which we categorized into themed areas, including health/wellbeing, family/social support, environment/sustainability, and education/digital literacy—among others. What strikes me most about our findings is the emergence of clear priorities that transcend political divides. Health/wellbeing issues and family issues emerged as shared areas that unite us, even in these politically charged times. 

Health and wellbeing is the top priority area across political affiliations, with 72% of Americans ranking these issues (which span mental health support, hunger relief, curing and treating diseases, care for seniors and healthy eating) at the top. These are fundamental human needs that resonate with most Americans, regardless of party lines. Family and social support issues—think access to childcare, military/veteran, and vulnerable population support—is the second-most prioritized area for Americans, at 45%.

Next comes what I call the “environmental chasm.” While overall, 42% of Americans prioritize environmental and sustainability issues, there’s a distinct 30-point gap between Democratic (87%) and Republican (57%) support for environmental issues, from protecting the environment and plastic reduction to green tech innovation. This puts many companies in a precarious position: faced with a mounting climate emergency and increasing sustainability regulations, corporations need to take decisive action while maintaining broad stakeholder support.

The fourth area, quality education and digital literacy issues, found a narrowing gap, with 40% of Americans overall supporting action on these issues. Here, Republicans (44%) led Democrats (35%) by 9 percentage points.

As I look ahead, I'm both optimistic and pragmatic. In my 35+ year career, a company living its purpose through corporate responsibility has never been so crucial, especially with anticipated cuts to critical government programs and departments. The path forward requires companies to be equally strategic and authentic in their approach. That’s not easy, but my advice would be to start by:

1. Making your corporate values work harder. Embrace the ones that are lived daily. Utilize them to provide guidance for company operations, employee behaviors, and societal investments. Which ones are most important and deeply lean into them. Is it time to revisit the understanding/living of your values with employees? Are there too many? Do they need to be simplified?
2. Align social impact commitments with your organizations’ competencies and growth plans. Living company values provides a long-term view for societal and environmental commitments. Companies we’ve talked with are being attentive to the language of their current actions, yet will support core commitments beyond political cycles. 
3. Focus on issues that matter to employees. Deliver greater impact. Create two-way communications for ongoing listening, to understand needs and areas for program adjustments and share progress. 
4. Do less. Go deeper for greater impact. Focus social impact resources – funds, people and products/services – for enhanced results by doing what is most important to your employees and growth, and carefully sunset unaligned initiatives.
5. Gather results (we call them “proof-points”), both good and sometimes not-so-good, and communicate them transparently. Your stakeholders want to know about your efforts, yet no chest pounding. Let your most genuine storytellers—program recipients and employees—share your impact.
6. Language does matter. The lightning-rod terms ESG and DEI, can undo a company’s deep commitments to society, the environment and diversity/inclusion and belonging. It’s ok at this time to change labels, yet maintain your authentic and growth oriented actions, with descriptions carefully segmented by storyteller and place. 

Companies that lead with authenticity and purpose, directing their resources and influence to create meaningful impact, will be the ones that not just survive, but grow in the upcoming administration. Our research shows that Americans are ready for this leadership—now it's up to business to deliver.

The truth is, purpose isn't partisan. It's about creating value for stakeholders while contributing to a better world. The question isn't whether companies should engage in social issues—it's how they can do so most effectively while staying true to their core purpose and values. That's the challenge and opportunity ahead of us.

Let's rise to meet it.

Carol Cone is the CEO of Carol Cone ON PURPOSE and has been working at the intersection of social purpose and business for more than 35 years.