.

The ‘walk the talk gap’[1] appears to be increasing in today’s corporate and political world when a crisis occurs.

But values aren’t meant to be a safety net.

They should shape decisions, behaviour, and culture every single day.

All the major research shows that people’s expectations are shifting — from climate action to diversity, privacy, and ethics — and businesses are being judged not only on profit, but on their contribution to society.

So, the real question isn’t whether values matter in a crisis. It’s this: should companies adapt their values as society changes, or cling to commercial imperatives alone?

Research supports the case for adaptation.

A 2023 Edelman Trust Barometer report found that 63% of consumers buy or advocate for brands based on their beliefs and values. Deloitte’s 2022 Global Gen Z and Millennial Survey further shows that younger generations — who make up a growing portion of the workforce and consumer base — expect businesses to lead on social and environmental issues.

Companies that respond proactively can build stronger brand loyalty, attract top talent, and reduce reputational risk.

This approach comes with a risk. The risk equation is how readily should these values be shifted?

Critics argue that businesses risk “mission drift” if they continuously reshape their identity to align with every emerging social movement. Harvard Business Review (2020) cautions that inconsistent or opportunistic alignment can damage trust more than silence.

Some scholars, such as Michael Porter and Mark Kramer in their work on “shared value,” suggest firms should focus on areas directly linked to their competitive advantage, rather than attempting to address all societal challenges.

Ultimately, companies must strike a balance.

Values should be anchored in authenticity and relevance to the business’s mission, while also demonstrating responsiveness to changing societal needs.

Governments and civil society will continue to set and regulate societal norms, but businesses that integrate meaningful social commitments — without losing sight of their strategic purpose — are likely to be better positioned in an era where trust is a key currency of success.

While taking a stand on social issues can enhance a company's image and strengthen stakeholder relationships, it requires careful consideration and a well-thought-out strategy to mitigate these risks. Companies must be prepared to navigate the complexities of public opinion and internal dynamics while remaining authentic to their values.

The true leadership test isn’t whether to engage — it’s how to do so with credibility.

For more insights into strategic communication planning and the changing stakeholder mapping environment email Robert Masters (robertm@robertmasters.com.au)