In an Age of Chaos, Leadership Starts with Doing the Right Thing

Chaos. 

It’s not a word that CEOs like to hear. It means instability, unpredictability, and risk. None of these are good things for the bottom line. For corporate leadership, chaos is a nightmare in which hammers and nails turn into snakes and flowers, and the blueprints vanish in dust.

But like it or not, such is the time we appear to be living in. Whether by disruption or decree, tectonic shifts are accelerating, and CEOs are pressed to adapt to new market configurations as never before. It’s natural to look for constants, and thankfully, they exist. The market itself, for example, with its reliable force of demand and the basic motivation of all entrepreneurs to see opportunities where others might see only catastrophes, ensures a degree of continuity.

I believe that the structures and initiatives making up corporate social responsibility (CSR) form another constant. 

A philosophical adjustment 

While the term was first coined in the 1950s, CSR initiatives have been part of mainstream business life since the 1990s. Some on the fringe argue that environmental and social concerns are incompatible with the motive for profit. But the data say otherwise.

In a comprehensive survey of academic literature between 2000 and 2014, researchers concluded that a commitment to CSR can improve performance and the bottom line if organizations are transparent, consistent, and aligned with their stakeholders’ views. A 2015 study by the Lewis Institute for Social Innovation at Babson College found positive effects on worker performance, with productivity increasing by 13%, turnover decreasing by 50%, and employee engagement increasing by 75% in companies with strong CSR programs. A 2025 Zipdo investor survey revealed that 78% of investors consider CSR reports a key factor when evaluating companies.

Companies cannot succeed by ignoring society’s aspirations. Business success and societal well-being are inseparable. Savvy leaders realize that long-term profitability is deeply tied to employee wellness, strong communities, and inclusive growth and steer their organizations accordingly.

While some may view CSR initiatives as a limitation imposed from without, the smart money understands them not only as a toolkit of tactics to capitalize on public sentiments but as a philosophical adjustment that can expand market share over the long term.

We’ve entered a new era in which the health of your workforce, the resilience of your supply chain, and your ability to adapt to changing values aren’t just good to have—they’re business imperatives.

Clearly, CSR is now part of the stability that businesses rely on to succeed. By institutionalizing and broadening their CSR initiatives, organizations strengthen the trends that make themselves successful.

But now, as we enter a period of instability and hostility to CSR in some quarters, CEOs and business owners—whether they lead global corporations or small enterprises—are beginning to ask: How can we continue to drive performance while contributing to a more stable, equitable, and productive world? 

Rising to the moment 

Here are a few ways in which leading companies are doing just that:

1. Elevate Corporate Social Responsibility
   Today’s stakeholders—especially younger employees and consumers—expect companies to go beyond compliance and charitable giving. Smart companies like Ikea, United Airlines, and Verizon are aligning CSR with business strategy, focusing on initiatives that improve brand trust, employee satisfaction, and long-term resilience.  (https://www.talivity.com/employer-brand/the-top-10-companies-innovating-csr/)
2. Prioritize Employee Well-Being and Inclusion
   A thriving company starts with a healthy workforce. This means fostering environments in which employees feel safe, valued, and empowered—regardless of background. Inclusive teams don’t just perform better—they innovate more and adapt faster to change. Companies like MasterCard, Starbucks, and Gilead Sciences are leading the way.
3. Rethink Supply Chains with Efficiency and Fairness 
   Responsible sourcing, sustainable logistics, and ethical labor practices are now seen as essential to risk management. Forward-looking companies are embedding transparency and shared value into their global operations—not just to do good, but to improve quality and reduce disruption. Apple, Unilever, and H&M are all expanding their commitment in this area.
4. Invest in Local Talent and Communities 
   By supporting job training, second chance hiring, and inclusive entrepreneurship, companies are helping build the very talent pipelines they need—while strengthening the communities they rely on. CVS, JPMorgan Chase, and Google are each making strides here.
5. Support Development Finance and Small Business Ecosystems 
   Larger companies can partner with mission-driven financial institutions and local entrepreneurs to grow inclusive business models that extend opportunity—viewing low-income consumers not only as buyers, but also as suppliers and co-creators of value. JPMorgan Chase, LISC, Lendistry, and Concerned Capital are active in this sphere.

Merging purpose and performance 

This isn’t charity—it’s strategy. As many leading CEOs have proven, doing good and doing well are not mutually exclusive. 

Here are just a few leaders who are showing how purpose and performance go hand in hand:

• Howard Schultz (Starbucks): Created company-wide programs to foster dialogue and community connection.
• Ken Frazier (Merck): Focused on building economic opportunity through workforce inclusion.
• Marc Benioff (Salesforce): Embraced stakeholder capitalism while growing shareholder value.
• Paul Polman (Unilever): Proved that sustainability can fuel innovation and profit.
• Doug McMillon (Walmart): Advocated for shared value and supply chain responsibility.
• Tim Ryan (PwC): Founded one of the largest CEO-led diversity and inclusion coalitions, CEO Action, now involving 2,500 CEOs.
• Jamie Dimon (JPMorgan Chase): Invested in second-chance hiring and economic mobility.
• Ursula Burns (Xerox): Promoted workforce equity and collaboration during and after her tenure.

These impressive leaders have demonstrated the value of CSR initiatives to their organizations’ culture and profitability. I believe that these initiatives and the mindset behind them can make business a stabilizing force in uncertain times, not by stepping into politics but by focusing on what companies do best: solving problems, serving people, and building lasting value through relationships.

Whether you’re leading a multinational or a small firm like mine, the message is clear: Healthy businesses depend on healthy societies—and have the power to make them even healthier. Let’s rise to the moment.

Written by Neil Ghosh.
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