The often whispered phrase, purpose-driven communications, seemed like it was everywhere a few years’ ago.

In 2018, Accenture found that purpose was quickly becoming a key purchase driver. In fact, nearly two-thirds (63%) of consumers said they preferred to buy from brands with a purpose that aligned with their own values.

Back then, Purpose was the playbook, and brands were running with it. Dove’s campaign for Real Beauty was already 15 years in the making, Heineken invited opposites to ‘Open Your World’ (and build a bar in the process), while Patagonia’s provocative ‘Don’t Buy This Jacket’ Black Friday campaign took a stand against overconsumption.

And like all great things – much like my career in PR – I fell into it. Suddenly I was on a plane to Beijing to help a Chinese corporation communicate its purpose to a global audience. Next, I was running workshops to help brands find the ‘why’ through a purpose lens.

But for every gold standard, Dove-esque campaign that got it right, lay examples where purpose positioning simply fell flat. Terry Smith, the CEO of Fundsmith, summed it up when he asked what the purpose of mayonnaise was, highlighting the tension between purpose as a genuine position or a mere performative stance.

It’s a fair point and a stark reminder that it’s ok for a brand to be less than worthy. Take Pot Noodle’s unapologetic ‘Sorry for Slurping’ campaign – the slurpy sound of satisfaction shows how not every product needs a cause to back. More importantly, delivering with purpose is not enough if your product or service fails to meet the needs of the market.

So what should we expect in 2025? Well, despite some of the political rhetoric we’ve seen in recent years, there is no let-up in the public’s appetite for purpose-led businesses.

But as communicators, we face a critical question. How can brands drive meaningful impact in an age of increasing public scrutiny without commoditising social causes or losing sight of the needs of its customers and market?

To win customers and secure their loyalty, brands need to be held accountable internally and take a long-term approach. Whether that’s Visa backing small independent businesses through ‘Where you shop matters’ or the Financial Conduct Authority’s ongoing ScamSmart campaign amidst increasing fraud.

People don’t want to hear empty rhetoric or targets that are seen as intangible to daily life. They want to see and feel the action that brands are taking in ways that resonate by positively impacting on customers, the wider community and importantly, with colleagues too.

In 2025, purpose-driven (small ‘p’) communications require more than good intentions. It requires progress and proof, with brands embracing purpose as a long-term commitment.

After all, purpose isn’t dead – but performative action might just kill it.