Reframing Values for Value: Stop Talking About ESG and DEI as Side Issues. They’re Your Growth Strategy

By Carol Cone and Tony Calandro

For years, environmental, social, and governance (ESG) and diversity, equity, and inclusion (DEI) initiatives have been touted as hallmarks of responsible business. But in today’s environment—defined by stakeholder scrutiny, evolving regulations, and demand for measurable ROI—communicating good intentions is not enough.

In the past year alone, DEI mentions in U.S. corporate communications have dropped 70%, while climate change references fell 30%. Yet pulling back in response to political headwinds carries risk. In fact, 47% of C-Suite executives believe rolling back ESG oversight will lead to increased supply chain disruptions. And when Target scaled back their DEI efforts, the result was nationwide protest and boycott. Meanwhile DEI practices remain highly popular with employees.

Now is not the time to retreat—it’s time to reframe. It’s the time to align purpose with performance, translating values to value. It’s no longer enough to show you care. You have to show how it delivers business results.

When companies reframe ESG and DEI communications to clearly convey their ESG and DEI efforts, stakeholder gain a stronger understanding of how these commitments support growth and innovation, operational resilience and risk mitigation, talent attraction and retention, and long-term value creation.

We have an opportunity to reframe ESG and DEI not as moral imperatives, but as the strategic business drivers that they are.

Storytelling That Builds Strategic Value

Storytelling remains a critical lever in business communications—but only when it's rooted in outcomes. Companies should move beyond feel-good narratives and instead spotlight how environmental or social efforts are driving efficiency, innovation, or resilience.

Ask yourself: Can this story help an investor understand how we're managing risk? Can it help a customer see us as a more valuable partner? Can it help an employee feel proud to contribute—and stay? If the answer is yes, you’re telling the right story.

Shifting the Focus

Many companies fall into the trap of communicating ESG and DEI as isolated acts of goodwill or corporate citizenship. But stakeholders today—especially investors, regulators, customers, and employees want to know how those initiatives make the business stronger.

Reframing begins by shifting from communicating intention to impact, from program summaries to performance stories. That means changing how you “speak”, how you measure, and how you tell the story of your commitments.

How to Reframe Strategically

Every company looking to build stronger business narratives around ESG and DEI should start with these six imperatives:

1. Lead with business outcomes and value, not intentions: The language around ESG and DEI needs to shift from describing good intentions to demonstrating measurable impact. Don’t just say what you’re doing—show what it’s delivering. Frame ESG and DEI in the language and metrics of business—how they strengthen competitiveness, attracts and retains talent, fuels innovation, builds resilience, reduces risk, creates market differentiation, and enhances operational efficiency.
   
2. Shift from program descriptions to performance narratives: Avoid long lists of initiatives. Instead, tell compelling stories about how those initiatives have driven measurable business results. Use metrics that tie directly to financial and operational outcomes. Numbers carry weight—especially when communicating to the C-suite or external stakeholders, like investors.
   
3. Position your goals and metrics for strategic relevance: Reframe environmental and social goals in business terms. Replace broad language like “reducing inequality” with outcomes such as leadership readiness, talent pipeline growth, or stronger decision-making. Use KPIs that measure impact—regulatory risk reduction, energy savings, faster time-to-market, retention, innovation, or brand lift. Ensure all targets are time-bound, transparent, and integrated into business planning cycles.
   
4. Tell human stories with business results: Highlight the people behind the progress—but always connect their stories to business outcomes. Demonstrate how inclusion strengthens teams, accelerates innovation, and reduces attrition—making the business more resilient and efficient.
   
5. Acknowledge the journey: Be transparent about challenges, progress, and areas still in development. Stakeholders value honesty over perfection.
   
6. Align internally before speaking externally: Ensure consistency in messaging across departments. Internal alignment builds credibility and amplifies external trust.

Applying these principles doesn’t mean starting from scratch; it means shifting and reframing how you tell your story. The example below illustrates what that shift looks like in action:

Example: 

Why Reframing is Crucial

Companies that fail to connect their ESG and DEI commitments to business performance are missing a critical opportunity—and, increasingly, exposing themselves to risk. When communications focus only on values, they leave room for misinterpretation, political backlash, or questions about business relevance.

In the years ahead, business must focus their efforts on authentic disclosures and demonstrating progress 

When companies clearly demonstrate how these commitments advance core business priorities, they build trust, unlock alignment, and gain a powerful edge in a crowded market.