Across the Middle East, business leaders are embracing purpose—not merely as a marketing
tool, but as a strategic imperative. From Saudi Arabia’s Vision 2030 to the UAE’s
sustainability agenda, the region is transforming: purpose is no longer optional. It is
becoming central to how companies attract talent, build trust, and compete globally.
Yet amid this shift, a critical gap persists. Many organisations invest heavily in purpose-driven branding—crafting compelling narratives, launching ESG-themed campaigns, and
signalling values to the market. But few translate that purpose into the architecture of their
enterprise. The result is a growing phenomenon I call purpose washing—where the story is
strong, but the structure is weak.
Branding vs. Business: A Strategic Distinction
To lead with purpose, executives must distinguish between branding and business. The
former is narrative; the latter is operational.
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Branding tells a story. Business lives it. And when the two diverge, credibility suffers.
The Reality of Purpose Washing
In my advisory work across India and the Gulf, I’ve seen how purpose washing undermines
trust. It’s the corporate equivalent of planting saplings on World Environment Day for a
photo op—only to abandon them the next morning. The intent may be genuine, but the
execution is superficial.
This mindset—seeking optics over substance—is not just ineffective. It’s corrosive. It erodes
stakeholder confidence, disengages talent, and exposes companies to reputational risk.
Case Reflections: From Narrative to Practice
Transformation is possible. I’ve worked with companies that made the leap:
• A furniture manufacturer with elegant literature on ergonomics—but no operational
alignment. We helped them embed purpose into procurement, design, and
production. The result: a product that truly served human health.
• A chemical company that reframed its mission from selling materials to preserving the
life span of buildings and the memories they hold. Purpose became a lens for
innovation.
• An education services firm that shifted from transactional university placements to
guiding students through career decisions with compassion. Their reputation
soared—not because of branding, but because of behaviour.
These shifts required more than frameworks. They demanded deep cultural rewiring—a
shift from optics to integrity, from performance to practice.
The Consultant’s Role: Facilitating Clarity and Cultural Transformation
In mid-sized enterprises with layered operations and diverse teams, purpose often exists as
an internal value—but lacks clarity in execution. Leadership may articulate noble intentions,
yet struggle to translate them into daily decisions, team behaviours, and stakeholder
outcomes.
As consultants, our role is not to impose templates, but to facilitate clarity and guide
cultural transformation. This means:
• Reframing KPIs to reflect stakeholder prosperity, not just profit margins.
• Realigning roles and mindsets—for example, helping sales teams evolve from
transactional selling to purpose-led advising.
• Embedding purpose into operational systems—from procurement and product
design to customer experience and governance.
These transformations are not cosmetic. They require executive commitment,
cross-functional collaboration, and a willingness to challenge legacy habits.
Final Reflection: Purpose as Practice
In a region where legacy and ambition intersect, purpose must be more than a slogan. It
must be a system. A lived reality. A strategic compass.
So I ask fellow CXOs: Are we building enterprises that perform purpose—or embody it?
The future belongs to those who choose the latter.
