Are Corporate Social Responsibility & Purpose the Same?
First published in 2021, this article has been revised in 2024 and 2025 to align with ongoing developments in global discourse and practice.
If you’re confused about the difference between Corporate Social Responsibility and the concept of purpose, you’re definitely not alone.
After all, doing good in the world through dedicated programs of corporate social responsibility (CSR) surely equates as having purpose?
So that’s the case - is it possible that ‘purpose’ is simply the new term to describe the natural evolution of traditional CSR programs?
DEFINING CORPORATE SOCIAL RESPONSIBILITY
The concept of CSR is generally understood to mean that corporations have a degree of responsibility not only for the economic consequences of their activities, but also for the social and environmental impacts.
Traditionally, CSR has taken the form of programs focused on philanthropy, community engagement, environmental sustainability, or pro bono work, often positioned as a way for companies to “give back.”
This approach can be referred to as having a ‘triple bottom line’ a framework where companies commit to measuring their social and environmental impact in addition to their financial performance, rather than solely focusing on generating profit, or the standard “bottom line.”
PURPOSE REVISITED
In previous articles, we’ve explored and defined the concept of purpose in business.
Put simply, purpose is the core of the company. It’s the why - the reason your company exists before it even generates revenue.
Purpose is the lens for which all decisions in the company are viewed from. In short, a purpose-driven company articulates why the company exists and takes a long term view of how it delivers to multiple stakeholders.
There’s also a number of key metrics that companies use to measure their return on investment from purpose - which are broader than the ‘triple bottom line’ accounting method.
Companies created and driven by purpose hold themselves accountable to meeting their higher goals by measuring their own progress, with purpose metrics and a purpose framework.
ARE CSR AND PURPOSE THE SAME?
Let’s be clear, CSR programs and purpose are different.
While they both may share the intent to improve the planet, people or profit, they are not the same.
While purpose sits at the core of an organisation’s business model and is their reason for existence, CSR has traditionally been seen as compensating for issues created by core business activity, and usually sits in a specific department that works across the company.
Companies that claim they are purpose driven on the back of a CSR program are described by Harvard Business School Professor Ranjay Gulati as having ‘convenient purpose’ or ‘purpose on the periphery’, where purpose is a department or an ‘add on’, not central or core to the business strategy.
CAN PURPOSE BE CONSIDERED A NATURAL EVOLUTION OF CSR?
The short answer, it depends - on the maturity, intent, and direction of the company.
For organisations with well established CSR initiatives and a clear focus on ESG metrics, the shift toward purpose may represent a natural next step. If those CSR efforts begin to influence core strategy supported by a defined purpose statement, an integrated purpose framework, and broader impact measurement, then the company may be on a path to becoming truly purpose-driven.
In these cases, stakeholders will increasingly seek clarity on how the organisation defines, embeds, and delivers on its purpose. Often, the first phase of this evolution involves aligning the company’s stated purpose with existing ESG reporting and impact goals.
However, if CSR remains siloed as a set of programs or activities that don’t influence core business strategy, then it continues to function in its traditional role. In that case, it cannot be considered synonymous with purpose.
About the Author
Awarded internationally, Katrina Savell is a seasoned FCMO (Fractional Chief Marketing Officer) renowned for her leadership expertise, strong track record and passion for developing businesses as a force for good. With extensive experience in executive and consulting roles, she has excelled in steering marketing and communications strategies across diverse sectors, from startups to multinationals. Skilled in managing the C-suite and engaging business owners, Katrina's collaborative approach has consistently yielded impactful results, elevating brands, driving growth, and making a positive difference in the world.
References:
https://humanrights.gov.au/our-work/corporate-social-responsibility-human-rights
https://online.hbs.edu/blog/post/what-is-the-triple-bottom-line
https://www.growthbusiness.co.uk/csr-vs-purpose-evolution-different-concept-altogether-2545801/
https://corpgov.law.harvard.edu/2020/08/10/esg-and-corporate-purpose-in-a-disrupted-world/
Ranjay Gulati, Deep Purpose (2022)
