Times are changing fast. In a poll of corporate leaders in November 2024, the one to two words that described how they are feeling in the current business and sociopolitical environment were “optimistic” and “engaged”. And just last month, when polled at the CECP Summit, the sentiment shifted dramatically to words like “anxious,” “frustrated,” and “exhausted.”
No one can deny the amount of economic volatility, social pressure, and shifting stakeholder expectations. Yet despite all of this, business leaders are navigating this uncertainty by looking at the bigger picture and staying focused on providing business value. Company leaders are leaning into their corporate purpose to help them navigate the ambiguity and are cautiously moving forward in areas material to their business.
Corporate leaders are assessing their why and what they are focused on. Here are five things to know right now:
- Engage Employees. In response to DEI-related Executive Orders, many companies are staying the course—29% reported in CECP’s February 2025 Pulse Survey that they plan to keep DEI programs unchanged. Others are refining how they communicate the purpose and value of these efforts. At the same time, burnout is on the rise: Glassdoor data shows a 32% year-over-year increase in burnout mentions as of Q1 2025. To address this, companies are turning to volunteering and engagement opportunities that build community and meaning at work. As reported in Giving in Numbers™: 2024 Edition, median volunteer hours rose by 75%, and average participation increased by 8 percentage points—signs that employee engagement is a powerful tool for combating burnout and reinforcing purpose.
- CSRD and Sustainability Reporting—More Time to Prepare. Companies rushing to comply with CSRD are either now exempt post-EU Omnibus bill, or have more time to prepare due to evolving attitudes toward sustainability in the U.S. In CECP’s April 2025 Pulse Survey, a third of companies are not impacted, and 27% are continuing preparations. This matters as shifting CSRD requirements present an opportunity for companies to align sustainability efforts with regulatory risk, investor expectations, and long-term strategy—moving beyond compliance to communicating to investors how events in the short term are expected to impact plans in the long term. Some of those elements include board governance, sustainability, cybersecurity, and more. CECP’s Integrated Long Term Plan helps companies communicate with various stakeholders authentically and transparently about financial and long-term material risks.
- Fill Emerging Critical Gaps. In response to cuts from USAID, FEMA, and NIH, companies are stepping up to fill critical gaps—often by doing what they do best. A recent CECP Pulse Survey found that while 32% of companies are maintaining their current approach, more are increasing support than scaling back: 16% are unlocking additional investments to address global aid funding gaps, compared to 13% reducing their contributions. For example, Deloitte is adapting by expanding pro bono and skills-based volunteering efforts to support affected nonprofits. These shifts present a key opportunity for companies to innovate—by forming cross-sector partnerships, scaling employee-led initiatives, and using their core business capabilities to create lasting impact.
- Drop the Labels, Do the Work. Most companies are not putting themselves in the middle by speaking up on every issue but instead are putting their heads down and doing the work. However, some would speak up after significant economic impact. In a CECP Pulse Survey from April 2025 about the current administration’s economic and social policy changes, 23% of respondents noted that they would wait for substantial economic consequences before making external statements. But many organizations would remain silent, with 28% indicating they are unlikely to speak out at all, reflecting caution. But leading companies are not staying silent internally, continuing to share their values with their people, as well as responding to very specific local needs. Like at our recent CECP Annual Summit where, along with our companies, we packed 15,500 meals for the local Boston Red Cross food pantry to support neighbors affected by food insecurity.
- Lead with Purpose. In today’s rapidly evolving business landscape, leading with corporate purpose is not just a moral imperative—it’s a strategic advantage. According to the 2025 edition of Corporate Purpose: Driving Business Value, companies with a clearly defined purpose experienced 58% more revenue growth and 63% higher returns on invested capital (ROIC) in 2023. Investor expectations are also shifting, with 76% expecting companies to articulate their corporate purpose and 93% believing it is essential to long-term strategy and value creation. These findings make it clear: embedding purpose into the core of business operations is no longer optional—it’s essential for sustainable growth and enduring success.
In this time of rapid change and rising pressure, corporate leaders are recalibrating how they lead, communicate, and prioritize impact. While optimism once defined the corporate mood, today’s reality is marked by fatigue and uncertainty. Yet, many leaders remain grounded in their company’s purpose, navigating complex challenges—from shifting DEI expectations and new sustainability regulations to rising burnout and heightened political caution.
The path forward demands resilience and clarity of corporate purpose, and as companies re-evaluate how they show up in the world, staying focused on long-term value creation—while caring for their people and stakeholders—remains more important than ever. CECP is uniquely positioned to help companies lead with purpose, navigate uncertainty, and turn social impact into business strength. Connect with us to learn how your company can stay resilient and future ready.