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Articles by Daryl Brewster
From Statements to Systems: When Purpose Becomes Practice
For many CEOs, the role increasingly resembles that of a “Chief Everything Officer.” Economic volatility, AI adoption, geopolitical disruption, workforce expectations, and regulatory change have all arrived at once. Which decisions matter most? Your purpose is your guide.
Words to Action: Leading with Purpose in a Shifting Landscape
In today’s uncertain world, converging pressures are testing how leaders make decisions, demonstrate value, and build trust. Responsible businesses are building credibility from the inside out, grounding purpose in business fundamentals like workforce strategy, innovation governance, long-term value creation, trust, and resilience, rather than relying on reasoning that may no longer resonate across audiences.
Navigating Speaking Up and Out in a Changing Political and Economic Climate
Political shifts have led many companies to reconsider the work they do with communities, employees, and in sustainability. A quarter of respondents in a February 2025 CECP Pulse Survey reported that they are renaming their DEI programs, suggesting that while the core initiatives or intent may remain, companies are reframing them to align with shifting external expectations or to mitigate potential risks.
Corporate access
Hybrid AGMs on the up as virtual remains most popular format, says Lumi Around 44 percent of the almost 2,000 AGMs facilitated by Lumi in the first half of the year were virtual – the most popular...
2024 Look Ahead: Addressing Uncertainty Through Purpose
by: Daryl Brewster, CEO, CECP With COVID-19 concerns and the fear of US recession waning, many of us thought we would all be better off leading into 2024, but geopolitical risks are stacking up to keep danger lurking around every corner. A poll of 50 CEOs from CECP’s recent Board of Boards event asking how they felt about the current business and sociopolitical environment found leaders have moved from “trust” and “inspire” last year to “uncertain” and “optimistic” this year.
2024 Look Ahead: Addressing Uncertainty Through Purpose
by: Daryl Brewster, CEO, CECP With COVID-19 concerns and the fear of US recession waning, many of us thought we would all be better off leading into 2024, but geopolitical risks are stacking up to keep danger lurking around every corner. A poll of 50 CEOs from CECP’s recent Board of Boards event asking how they felt about the current business and sociopolitical environment found leaders have moved from “trust” and “inspire” last year to “uncertain” and “optimistic” this year.
Evolving ESG to Advance Good Business
It was recently climate week in NYC where there was a lot of conversation about ESG. Despite the pushback, particularly in the U.S., ESG is alive and well, even if companies are talking about it less and in different ways.
Communicating to investors how short-term events impact long-term plans
You were recently part of a CECP CEO Roundtable with Vincent Forlenza, chair of Moody’s and former chair and CEO of BD, about the process and value of developing and presenting an integrated long-term plan from the CEO and investor perspectives. What are some of the challenges you discussed about balancing long-term planning with short-term demands? What investors are looking for from boards, and from executive management, is strategic agility and managing for the long term.
Communicating to investors how short-term events impact long-term plans
You were recently part of a CECP CEO Roundtable with Vincent Forlenza, chair of Moody’s and former chair and CEO of BD, about the process and value of developing and presenting an integrated long-term plan from the CEO and investor perspectives. What are some of the challenges you discussed about balancing long-term planning with short-term demands? What investors are looking for from boards, and from executive management, is strategic agility and managing for the long term.
Corporate Purpose Reigns Supreme
Corporate Purpose Reigns Supreme The recent Supreme Court decisions have captivated audiences and continue to drive conversations. We have heard comments across the political spectrum, read letters from the State Attorneys General, and spoken with corporate leaders. Fortune collected statements from companies that filed an amicus brief in support of affirmative action last summer.
The Power of Purpose - Companies doing well by doing good
The Power of Purpose – Companies doing well by doing good Date: February 17, 2023 CECP is proud to have 89 of our affiliated companies highlighted on Fortune’s 2023 World’s Most Admired Companies List, including several in the Top 10! Here is a look inside those that took the highest three spots: Apple (ranked #1) Apple is not only committed to bringing the best user experience to its customers through innovative products and services, it’s also deeply dedicated to demonstrating that business...
ESG Investing
by: Daryl Brewster, CEO, CECP The headlines are a buzz. And in them, ESG has taken a beating, with “woke capitalism” as the click bait of the week. But we’re not worried. ESG can take it. We welcome the debate as it only makes companies’ convictions stronger. It refreshes their corporate purpose, reminding them why they are on this journey. And what is that “why”? An ESG focus–or sustainable business–is good for people, planet, and yes, business.
Don't Get Distracted Now; Stay the Course on ESG and Sustainable Business 10:05 AM EDT 8/02/2022 - Comtex Aug 02, 2022 (3BL Media via COMTEX News Network) -- SOURCE: CECP: Chief Executives for Corporate Purpose DESCRIPTION: By: Daryl Brewster, CEO, CECP The headlines are a buzz. And in them, ESG has taken a beating, with "woke capitalism" as the click bait of the week. But we're not worried. ESG can take it. We welcome the debate as it only makes companies' convictions stronger.
What SEC ESG Disclosure Mandates Might Mean for Your Business
Earlier this month, Chief Executives for Corporate Purpose convened 17 CEOs and key legal leaders to discuss newly proposed environmental and social governance disclosure requirements from the SEC. Here are four key takeaways from the conversation. On March 8, 2022, Chief Executives for Corporate Purpose (CECP) convened 17 CEOs and key legal leaders to discuss newly proposed environmental and social governance (ESG) disclosure requirements from the SEC.
CECP’s 2021 Look Ahead: Focusing Corporate Purpose
CECP’s 2021 Look Ahead: Focusing Corporate Purpose Date: December 20, 2021 Photo by Campbell Soup Company 2021 was a tipping point for global challenges—from new COVID-19 variants to racial reckoning to climate change and more.
When and How to Speak Up
Few of today’s CEOs earned their jobs because they were socially responsible and spoke out on hot topics. Yet now more than ever, key stakeholders want to know where companies and CEOs stand on critical social issues. Speaking out is a 21st-century requirement for the leaders of major companies. Chief Executives for Corporate Purpose (CECP) encourages companies to identify issues that matter most to them, speak out when appropriate, and take action to make a tangible impact.
CECP's 2020 Look Ahead: Corporate Purpose Defining Stakeholder Capitalism
Anyone with the idea that CEOs and companies can now stand down with a new Administration has sorely underestimated corporations. They will still fill the role of CEO statespeople Yet, the role of a company will change when a little less rests on their shoulders alone. There is still plenty to do to meet the needs of people and planet, and we may have to make up for lost time.
Adapting and Leading: How Companies Are Responding to COVID-19
Many of the lessons learned from 9/11, the 2008 recession, SARS, natural disasters, and other times of crisis have provided companies with a strong foundation for the response to COVID-19. The world’s leading companies know this is a time to focus on corporate purpose and values and to think about the way they lead today with an eye towards the long term and getting us through this period of time.
Adapting and Leading: How Companies Are Responding to COVID-19
Mar. 19 /CSRwire/ - As originally posted on CECP's Insights Blog Many of the lessons learned from 9/11, the 2008 recession, SARS, natural disasters, and other times of crisis have provided companies with a strong foundation for the response to COVID-19. The world’s leading companies know this is a time to focus on corporate purpose and values and to think about the way they lead today with an eye towards the long term and getting us through this period of time.
How Companies are Responding to COVID-
Many of the lessons learned from 9/11, the 2008 recession, SARS, natural disasters, and other times of crisis have provided companies with a strong foundation for the response to COVID-19. The world’s leading companies know this is a time to focus on corporate purpose and values and to think about the way they lead today with an eye towards the long term and getting us through this period of time.
CECP’s 2020 Look Ahead
As companies settle in this world of “corporate purpose”, 2020 will focus on what those purpose statements mean—moving from words to action. Strength will be in solutions, not rhetoric. Stakeholders will be the golden thread of corporate purpose, requiring companies to understand what matters to them, meet their needs in line with the business, work with partners to get the work done, measure in more robust ways, and engage them in meaningful work.
CECP’s 2020 Look Ahead
As companies settle in this world of “corporate purpose”, 2020 will focus on what those purpose statements mean—moving from words to action. Strength will be in solutions, not rhetoric. Stakeholders will be the golden thread of corporate purpose, requiring companies to understand what matters to them, meet their needs in line with the business, work with partners to get the work done, measure in more robust ways, and engage them in meaningful work.
Adapting and Leading: How Companies are Responding to COVID-19
Adapting and Leading: How Companies are Responding to COVID-19 Date: March 11, 2020 Many of the lessons learned from 9/11, the 2008 recession, SARS, natural disasters, and other times of crisis have provided companies with a strong foundation for the response to COVID-19. The world’s leading companies know this is a time to focus on corporate purpose and values and to think about the way they lead today with an eye towards the long term and getting us through this period of time.
Stand Together Against Racism
Stand Together Against Racism Date: June 1, 2020 In light of recent racist acts in Minneapolis, New York City, Louisville, and Brunswick, GA, building on a long history of discrimination touching almost every segment of society, Chief Executives for Corporate Purpose (CECP) reiterates its founding belief that the world’s leading companies can and should be a force for good in society.
Companies Can’t Respond to Everything-Choosing When and How to Speak Up
Companies Can’t Respond to Everything—Choosing When and How to Speak Up There is a lot of noise in the media nowadays, but one message is coming through clearly and consistently: workers and other key stakeholders want companies to react to the major events that impacts their lives. And no matter how much this might unnerve some CEOs or their boards, there is no going back to the old world of companies’ limited role in society.
Following the Business Roundtable Statement
Chief Executives for Corporate Purpose (CECP) congratulates the companies that took a bold step to sign on to the Businesses Roundtable (BRT) statement. We are proud of the progress CECP companies have made since our founding 20 years ago and see the statement as the next step in advancing business as a force for good.
Following the Business Roundtable Statement
Chief Executives for Corporate Purpose (CECP) congratulates the companies that took a bold step to sign on to the Businesses Roundtable (BRT) statement. We are proud of the progress CECP companies have made since our founding 20 years ago and see the statement as the next step in advancing business as a force for good.
CECP Identifies Three Vital Audiences Companies Must Engage to Drive Long-Term Growth
CEOs from institutional investor firms BlackRock and State Street released their annual guidance to companies on practices they “believe will drive sustainable, long-term growth, and profitability.” These letters were issued amidst widespread cynicism, both socially and economically, while anxious chatter continues about the role of business, capitalism, and strategic time horizons. The 2019 Edelman Trust Barometer again confirmed that the business-social connection is not optional.
Leading Companies Lever Purpose to Drive Long-Term Growth and Profits
Westend61/iStock/Getty Images How do businesses navigate what’s coming and what role do they play in solving social challenges? Daryl Brewster | May 13, 2019 Chief Executives for Corporate Purpose (CECP) is a CEO-led coalition that believes that a company’s social strategy – how it engages with key stakeholders including employees, communities, investors, and customers – determines company success.
How Purpose and Culture Are Driving Sustainable, Long-Term Growth and Profitability
CEOs from institutional investor firms BlackRock and State Street released their annual guidance to companies on practices they “believe will drive sustainable, long-term growth, and profitability.” These letters were issued amidst widespread cynicism, both socially and economically, while anxious chatter continues about the role of business, capitalism, and strategic time horizons. The 2019 Edelman Trust Barometer again confirmed that the business-social connection is not optional.
Leading Businesses Embrace New Role: Creating Long-Term Value Through Purpose
Board members don’t need another tome outlining the uncertain times in which their companies find themselves. What they need is a road map to guide their companies in sustainable value creation, which, in a sense, future proofs their business strategies. Uneasy markets? Global political uncertainty? Environmental issues? These are all mega trends, risks, and opportunities for boards to assess and monitor.
How Purpose and Culture are Driving Sustainable, Long-Term Growth and Profitability
How Purpose and Culture are Driving Sustainable, Long-Term Growth and Profitability Date: February 6, 2019 CEOs from institutional investor firms BlackRock and State Street released their annual guidance to companies on practices they “believe will drive sustainable, long-term growth, and profitability.” These letters were issued amidst widespread cynicism, both socially and economically, while anxious chatter continues about the role of business, capitalism, and strategic time horizons.
EXECUTIVE PERSPECTIVE: A New Role for Business
“Key questions: How are investments in society enhancing shareholder value? How is the company showing leadership in social investments?
Corporate Purpose Is the Tie That Binds: CECP’s Annual Trends Report
Leading companies are laser-focused on corporate purpose. They explore what their purpose is and how it translates to their people and community and bring that purpose to life through intentional practices and strategies. They use a human-centered lens for all business operations because it helps them see around corners and delivers a competitive edge. All this leads to a future-forward outlook that enables a long-term view.
Corporate Purpose Is the Tie That Binds: CECP’s Annual Trends Report
Leading companies are laser-focused on corporate purpose. They explore what their purpose is and how it translates to their people and community and bring that purpose to life through intentional practices and strategies. They use a human-centered lens for all business operations because it helps them see around corners and delivers a competitive edge. All this leads to a future-forward outlook that enables a long-term view.
One Year Ago: CEOs Respond to Charlottesville
Today marks one year since Merck CEO Ken Frazier announced his resignation from the President's American Manufacturing Council in response to what he and his company felt was a failure to appropriately denounce "expressions of hatred, bigotry and group supremacy" on the part of the federal government.
One Year Ago: CEOs Respond to Charlottesville
Today marks one year since Merck CEO Ken Frazier announced his resignation from the President's American Manufacturing Council in response to what he and his company felt was a failure to appropriately denounce "expressions of hatred, bigotry and group supremacy" on the part of the federal government.
Response to WSJ’s “Short-Termism is Harming the US Economy”
In “Short-Termism is Harming the US Economy,” Jamie Dimon and Warren Buffett argue that executives who target quarterly, short-term results often do so at the sacrifice of long-term strategy and results. This, in turn, harms the sustainable success of companies and the economy as a whole. We agree. As part of CECP’s Strategic Investor Initiative, a coalition of long-term oriented companies and institutional investors, the call to action is clear: It is time for short-termism to end.
Response to WSJ's "Short-Termism is Harming the US Economy"
In “Short-Termism is Harming the US Economy,” Jamie Dimon and Warren Buffett argue that executives who target quarterly, short-term results often do so at the sacrifice of long-term strategy and results. This, in turn, harms the sustainable success of companies and the economy as a whole. We agree. As part of CECP’s Strategic Investor Initiative, a coalition of long-term oriented companies and institutional investors, the call to action is clear: It is time for short-termism to end.
Response to WSJ’s “Stocks Weren’t Made for Social Climbing”
Andy Kessler made some interesting points in his piece, “Stocks Weren’t Made for Social Climbing” (1/21/18). Chiefly, we at CECP: The CEO Force for Good, agree with his emphasis on the importance of profits. The issue is how you get there and how to create sustainable value, not just short-term gains. When he suggests that to invest in socially motivated companies, one is passing up gains, he proceeds from a false dichotomy.
Response to WSJ’s “Stocks Weren’t Made for Social Climbing”
Andy Kessler made some interesting points in his piece, “Stocks Weren’t Made for Social Climbing” (1/21/18). Chiefly, we at CECP: The CEO Force for Good, agree with his emphasis on the importance of profits. The issue is how you get there and how to create sustainable value, not just short-term gains. When he suggests that to invest in socially motivated companies, one is passing up gains, he proceeds from a false dichotomy.
Changing The Conversation from Short-Term to Long-Term Value
In his article “The False Prophet of Long Term Investing” James Mackintosh makes a nuanced argument about long-term investing versus short term trading. While he agrees that short-termism can lead to the wrong incentives for corporate management, a state of affairs he acknowledges large investors are working to correct, Mr. Mackintosh warns against blaming short-termism for meager capital spending.
Changing the Conversation From Short-Term to Long-Term Value
In his article “The False Prophet of Long Term Investing” James Mackintosh makes a nuanced argument about long-term investing versus short-term trading. While he agrees that short-termism can lead to the wrong incentives for corporate management, a state of affairs he acknowledges large investors are working to correct, Mr. Mackintosh warns against blaming short-termism for meager capital spending.
CEOs Respond to Charlottesville
Along with so many across the nation, CECP was shocked by the events in Charlottesville earlier this month and yet encouraged by the actions of the CEOs of many of world’s largest corporations – most affiliated with this CECP network – that demonstrated that the courage and conviction of business can and should be a force for good.
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