In a business world where growth ambitions collide with societal expectations, the task is no longer merely to grow; but to grow responsibly. The recent McKinsey & Company “triple-play” analysis shows that companies integrating growth, profit and sustainability drive superior shareholder returns. Meanwhile, research on corporate responsibility communication demonstrates that how firms talk about responsibility matters significantly for downstream value creation. And in the field of strategic communication, new work highlights that value is formed not just by what you communicate but by how you embed communication into culture, social context and strategic decision-making.
1. Combining growth, profit, and sustainability in strategy
McKinsey’s study of over 2 200 public companies shows that firms performing well on growth and profitability and improving their ESG (environmental, social, governance) metrics; the so-called “triple outperformers”; achieved higher annualized shareholder returns than those focusing solely on financial performance. The conclusion: growth and responsibility aren’t mutually exclusive. The strategic priority becomes to embed sustainability into the business model, not treat it as a side project.
2. Communication as a value driver of responsibility
A study on corporate responsibility communication shows that the nature of how firms communicate responsibility; both upstream (strategy) and downstream (supply chain, customer partners); influences value creation for buyers and suppliers. The implication: communication must not merely broadcast responsibility claims but align with strategic action and stakeholder experiences.
3. Embedding communication into strategy: process and meaning
Recent research on strategic communication emphasises that value formation is a process: from value identification, to conjectured value, to realised value, and finally value capture. In this view, communicators must work alongside strategists to map how strategic initiatives will resonate socially and culturally, manage expectations, and ensure that communication becomes part of value creation; not just a finishing touch.
4. Practical take-aways for organisations
– Align your growth strategy with responsibility imperatives: define how growth will be achieved and how societal or environmental impact is managed.
– Ensure your communication narrative mirrors the strategic reality: avoid gaps between what is promised and what is delivered, especially in buyer/supplier ecosystems.
– Involve communication early in strategic planning: by structuring for value creation (rather than only message distribution), you strengthen the link between strategy and stakeholder experience.
– Monitor both strategic outcomes and communication outcomes: track not just financial KPIs but how responsibility commitments are perceived and acted upon.