To mix metaphors, a brand’s reputation is only as strong as its weakest link. Case in point is the recent donnybrook surrounding the backlash from the Metropolitan Museum of Art’s accepting donations from the infamous Sackler family.
The Sackler Family owns Purdue Pharmaceuticals which manufacturers OxyContin. Just recently, the family had to pay the state of Oklahoma $270 million as part of a settlement in which they were accused of aggressively marketing the highly addictive painkiller that has laid waste to generations ranging from pre-teens to Octogenarians.
Last week’s backlash against the Met and the museum’s decision to no longer take donations from “members of the Sackler family presently associated with Purdue Pharma, the manufacturer of OxyContin,” is indicative of the mega exposure that for-profit corporations and non-profits institutions alike now face: Have they invested in questionable business concerns or, as was the case with the Met, has an organization willingly accepted funny money from very bad people?
The only way to ensure an organization doesn’t appear on the nightly news and become the focal point of an op-ed in The New York Times is to perform an honest assessment of stakeholder relationships and business practices in the context of the values and purpose the organization claims to hold.
This is especially critical in the “Age of Purpose” which is seeing every corporation, charity, marketing agency and entity under the sun determine its higher purpose for existing. It’s one thing to announce that your organization exists to end world hunger or cure the common cold. But, it’s another issue altogether when activist employees or, in the case of the Met, loyal patrons, call you out for hypocritical business practices or a disgraceful partnership. Espousing a noble purpose that is not consistently upheld in all aspects of your organization is what is now popularly considered to be “Purpose Washing.”
It’s incumbent upon every organization, large, small or otherwise, to stress test their corporate purpose to ensure it isn’t undermined by questionable sponsorships or partnerships, board composition, or marketing programs. And I happen to know a few PR firms who excel at providing exactly that sort of service.
To delay doing so is to invite trouble. I’d equate a Purpose stress test to the slogan of the old Midas Muffler advertising campaign: “You can pay me now or pay me later.” In other words, a quick stress test today could avoid a massive crisis containment program down the road.
The choice is yours, Ms. CCO or CMO.