Why brands struggle with communicating their values: Top 5 challenges in 2025

The need for external communication has changed profoundly, both for large and small companies.

Until the first decade of the new millennium (and even beyond), the main objective for businesses was to position themselves effectively through their intrinsic values, while conveying a fixed, almost mantra-like message. Consistency and repetition were seen as guarantees of reliability, and the way that message was communicated externally rarely changed.

A shift in the purpose of communication

However, from around 2008 onwards, this paradigm began to shift. The global economic and financial crisis triggered a deep sense of disillusionment and mistrust towards companies and institutions. This climate of disenchantment was further fuelled by significant social changes, which encouraged the resurgence of participatory cultures and the emergence of new socio-cultural movements, amplified by the rise of social media throughout the 2010s.

From 2015 onwards, moreover, ESG criteria (Environmental, Social, and Governance), originally developed to assess a company’s ethical impact, sustainability, and management practices, shifted from being a desirable asset to becoming an essential requirement.

As a result, companies now face not only the need to communicate their values externally, but also the need to carry out a kind of internal “soul-searching”: to define and redefine their values, and then to communicate them in a way that is effective, authentic and consistent over time. It is no longer enough to simply state one’s values, they must be demonstrated, made tangible and verifiable to the public. Companies are no longer ivory towers, distant and unapproachable, but are becoming public forums, spaces of dialogue that are closer to citizens.

From slogans to public dialogue: the complexity of trust

Businesses are aware of this and invest heavily in it. But that does not mean the process is easy. In fact, striving for authenticity and trust, qualities that might appear natural and straightforward, often proves to be complex. The real challenge lies in moving from intention to strategy, and too often the result is disjointed, unconvincing or inconsistent communication.

While the topic warrants a more in-depth exploration, it is useful to start by looking at a few relevant studies to identify the key challenges and potential solutions from a marketing and communications perspective.

Here are five starting points:

1. Standing out in a crowded values landscape

Most companies in 2025 list similar values such as “integrity”, “excellence”, and “innovation”, making it difficult to cut through the noise. MIT Sloan’s research found that over 65% of global firms list “integrity” as a core value and over 50% include “collaboration”, leading to value homogeneity rather than differentiation.

Harvard Business Review notes that companies with vague values risk being ignored entirely in saturated markets. Which means that this sameness results in stakeholder fatigue and value dilution. Generic or overused terminology is perceived as hollow and interchangeable, making it hard for audiences to remember or trust a brand’s unique position. 

To cut through the clutter, companies must define values that are both true and differentiating, and communicate them through language, tone, and format that reflects their lived identity. This shift is visible in brands using employee video diaries, founding myths, or culturally resonant microsites to express values in a way that is memorable and uniquely theirs.

2. Credibility and authenticity gaps

With “purpose” becoming a buzzword, stakeholders increasingly distrust values that feel performative. According to Edelman’s 2024 Trust Barometer, 71% of people believe companies are “quick to talk, slow to act” on values-based commitments. When brands overpromise and underdeliver, their credibility erodes fast.

The consequences of inauthenticity are swift: backlash, reputational damage, and lost loyalty. High-profile cases such as Volkswagen’s greenwashing scandals illustrate the cost of claiming values like “sustainability” without backing them up in practice.

To regain trust, companies must adopt a “show, don’t tell” strategy: this means publishing verifiable impact metrics, elevating real employee stories, and being transparent about both progress and setbacks.

3. Maintaining long-term trust and consistency

Values communication often fades after a campaign or leadership change, and multi-market brands struggle to maintain coherent narratives across cultural and geographical contexts. PRovoke Media warns of a growing “values cacophony” when teams across geographies interpret messaging differently.

Inconsistencies (for example, promoting LGBTQ+ rights in one country but remaining silent in another) lead to accusations of hypocrisy. Edelman reports that 51% of stakeholders will assume a brand is “doing nothing or hiding something” if it stays silent during value-relevant controversies.

Companies must build a strong core values framework, clearly articulated and reinforced across all channels, from packaging and websites to leadership communications and customer service. Leading brands like Patagonia maintain global consistency by empowering local teams to adapt messaging while staying anchored to core principles.

4. Internal misalignment and employee disconnect

Deloitte research shows that employees who feel disconnected from their company’s values are three times more likely to leave within a year.

Forbes Communications Council stresses that employees are among the most trusted messengers of a company’s brand, yet only if they genuinely believe in the message. And when internal culture doesn’t reflect external messaging, it erodes brand credibility. Employees who feel disengaged may unintentionally contradict or undermine values-led communication.

Progressive organisations, as a consequence, embed values into recruitment, onboarding, recognition systems, and everyday team rituals. They activate values through internal storytelling, gamified challenges, and employee-led campaigns. Programmes like ERGs and ambassador networks, increasingly supported by internal marcomms teams, ensure employees are not just informed but emotionally aligned and equipped to represent the brand authentically.

5. Ineffective or one-way communication

Traditional corporate communications still rely on top-down messaging and static formats. These lack emotional, cultural and generational resonance and interactivity, especially for Gen Z and Millennials, who now make up the majority of both workforce and consumer bases.

Patagonia’s “Worn Wear: A Film About the Stories We Wear”

Tone-deaf, disconnected messaging is not just ineffective, it can damage credibility. Today’s audiences expect authenticity, dialogue, and a human voice. Static press releases or value statements are often ignored or challenged, especially when they don’t reflect what people see and experience across channels.

Need:Brands must embrace multichannel, human-centred storytelling that feels real and participatory. Leading organisations now use social listening, live Q&As, and AI-driven personalisation to tailor their values communication in ways that feel timely, inclusive, and relevant.