Profit Meets Purpose: Redefining Value in a Sustainable World

For years, sustainability and profitability were seen as opposing forces. Doing good for the planet was often viewed as doing less for business. But today, it’s clear that companies aligning purpose with performance aren’t sacrificing—they’re succeeding.

Consumers, employees, and investors are no longer impressed by well-polished ESG reports or clever green campaigns. They’re asking a different question: “What kind of value are you creating—and at what cost?”

In this new landscape, the businesses that lead are those that embed sustainability into strategy, culture, and operations—not as an add-on, but as a competitive edge.

The Business Case for Doing Good

There’s compelling evidence that purpose drives performance. Sustainability-marketed products are outpacing others in growth, and ESG-aligned companies often show greater resilience and adaptability. But this isn’t just about shareholder returns. It’s about remaining relevant in a world that demands more—from brands, leaders, and systems.

Purpose-led companies tend to attract more loyal customers, foster stronger teams, and reduce exposure to long-term risk. But purpose only becomes powerful when it’s operationalised. It must be present in how decisions are made, how products are designed, and how performance is measured.

In other words, purpose must move from the boardroom to the shop floor.

Incentives That Turn Waste Into Value

The real shift happens when businesses align economic incentives with environmental outcomes. Circular thinking is no longer theoretical—it’s becoming business-as-usual for the most forward-looking organisations.

• In parts of India, waste pickers earn income by sorting and selling recyclables—improving livelihoods while reducing landfill overflow.

• In the Philippines, Plastic Bank pays locals in digital tokens for the plastic they collect, which is transformed into “social plastic” used by global brands.

• Some major retailers now offer “reverse logistics” programs that reward customers for returning products for repair or resale.

Take IKEA, for example. On Black Friday, instead of pushing consumerism, they promote “Tighten Your Furniture Day”—a small, symbolic act that invites customers to extend the life of what they already own. More than that, IKEA also buys back used furniture at fair prices, reselling it with little to no profit. It's not just a marketing gimmick—it's a systemic shift from linear to circular.

These examples reflect a new way of thinking: waste is not waste—it’s a misplaced resource. When that mindset becomes embedded in how we design incentives and structure systems, sustainability becomes a value-creation engine.

But it doesn’t happen on its own. It takes leadership—not just to imagine better systems, but to build them.

Beyond Greenwashing: Where Leadership Gets Real

It’s easy to say the right things. It's harder to do them.

Consumers today have more power than ever. They can see through vague promises, and they’re increasingly willing to vote with their wallets. The brands that will thrive are those that are transparent about their footprint, bold in their innovation, and unafraid to treat sustainability as a core business driver—not a box to tick.

The most respected companies don’t just position themselves as sustainable. They demonstrate it—openly, consistently, and measurably.

This is where leadership becomes the difference-maker. Not just in what gets said, but in how business is fundamentally reshaped—from language and labels to logistics and lifecycle thinking.

In Closing: Action Defines the Future 

The tension between purpose and profit is outdated. Today, the real challenge is execution.

Any bold change demands appetite for risk. It takes leaders who can navigate ambiguity, respond with agility, and engage their entire team in the shift. And when that change starts to scale—when it touches products, pricing, partnerships, and purpose—you’re no longer just leading a company. You’re operating in a different league.

Sustainability can’t live in slide decks and brand slogans. It needs leadership that’s willing to act, to be held accountable, and to challenge outdated assumptions of what value means.

Because the future will be shaped by those who don’t just claim to care—but who do the hard work to make it real.

Written by: 

• Knut Aulund, Managing Partner, AIMS Norway

• Ashleigh Ball, Consultant, AIMS South Africa