As some business executives know, “The Quest for Good” is a roadmap for the evolution of business—a shift from traditional corporate practices toward a deeper engagement with societal needs.

We think this is what Peter Drucker was writing about when he warned us that the corporation “is in trouble because it is seen increasingly by more and more people as deeply at odds with basic needs and basic values of society and community.” (The Concept of the Corporation, 1946)

In an age where billionaires control the media and own our politicians, ethical organizations must stand up and emphasize their role as contributors to the Common Good. The challenge for leaders is to integrate purpose into strategy, aligning long-term profitability with societal value creation – and to reject shareholder value primacy, essentially – to reject corruption.

So how does this journey move from superficial gestures of responsibility to an embedded commitment to regeneration—a state where businesses actively regenerate the systems they operate within?

In basic terms, we see the history of this consciousness evolve as follows >>

Marketing-Driven CSR

The journey begins with Corporate Social Responsibility (CSR), a marketing-driven approach that has long been the standard for businesses seeking to demonstrate social commitment. CSR activities—cause promotion, cause-related marketing, social marketing, and philanthropy—often serve as tools for enhancing reputation rather than solving systemic challenges. As Peter Drucker might have argued, these efforts represent a “task orientation” rather than a true rethinking of the organization’s mission. CSR is frequently a supplementary activity, not a transformative strategy. While it may create goodwill, its impact is limited by its marginal role in corporate decision-making.  The scope and impact of CSR is often peripheral to the organization’s core operations, operating at the margins of corporate strategy, functioning as adjunct efforts rather than integral components of the organization’s mission.

Corporate-Driven ESG

The next stage, Environmental, Social, and Governance (ESG), signifies a transition from symbolic action to structural change. ESG incorporates workforce volunteering, socially responsible business practices, and sustainability frameworks into the organization’s operations. This phase is more systematic and data-driven, focusing on measurable outcomes that align with stakeholder expectations. ESG represents a recognition that businesses must mitigate harm and proactively address global challenges.

ESG frameworks signal a recognition of the organization’s responsibility to mitigate harm and contribute to the broader societal good. These practices align with measurable standards and seek to meet the expectations of key stakeholders, including investors, regulators, and consumers. ESG embodies a progression toward embedding sustainability into the organizational ethos.

Still, many ESG initiatives remain constrained by a compliance mindset—a focus on avoiding risks rather than driving innovation. As Drucker emphasized, true progress requires organizations to redefine their purpose, not merely adapt to external pressures. But hey, who wants progress?

Values-Driven Brand Activism

A significant shift occurs with Brand Activism, where organizations take a stand on critical societal and environmental issues. This phase reflects a values-driven approach, with businesses leveraging their platforms to influence public discourse and catalyze change. Brand activism is about more than marketing; it is a deliberate alignment of the organization’s actions with societal principles. Companies engaging in activism understand that their stakeholders—particularly younger generations—demand authenticity and impact.

By aligning organizational purpose with stakeholder values, particularly those of younger demographics that prioritize authenticity and impact, brand activism redefines the role of the enterprise as an agent of transformative change. This stage embodies Drucker’s notion of the organization as a “social institution” tasked with addressing the needs of society. Activism requires courage and a willingness to challenge the status quo.

See: “Finally, Brand Activism!”

Community-Driven Regeneration

The final phase, Regeneration, represents the most critical shift in this journey. Here, businesses move beyond sustainability to actively restore and renew the systems they depend on. Regeneration is community-driven and collaborative, focusing on long-term impact rather than short-term gains. There is no regeneration without the regeneration of teh Common Good.

Regeneration success is measured not only by financial returns but by the organization’s contributions to advancing the Common Good – the health of ecosystems and the well-being of communities.

Drucker’s insight that “results are achieved outside the organization” resonates deeply in this context; regeneration demands that businesses engage as stewards of the broader system. Regeneration reflects a profound shift from transactional relationships to transformative partnerships.  It is a shift from “Profit First” to the Common Good – and our organizations are not structurally equiped to make this shift. Hence the degenerative behavior we see all around us – extraction to exhaustion, and the failure of capitalism to support Democracy, let alone the Common Good.

See: “Regeneration or Extinction?” – a discussion with Philip Kotler, Christian Sarkar, and Enrico Foglia

The Quest for the Common Good

At its core, “The Quest for Good” is a call to action. It challenges businesses to rethink their purpose and redefine success in terms of the common good. The progression from CSR to Regeneration is not merely aspirational; it is strategic.

In a world grappling with wicked problems, this quest for good isn’t optional—it’s essential.  Leaders must embrace complexity, align their organizations with societal values, and commit to long-term systemic change. 

This journey requires boldness, vision, and persistence. It is not enough to survive; businesses must contribute to a thriving future for all. Drucker’s timeless advice—“management is doing things right; leadership is doing the right things”—captures the essence of this transformation. Organizations that undertake this quest will not only secure their place in the market but will also leave a lasting legacy of regeneration and shared prosperity.

The alternative is extinction.

Christian Sarkar is the editor of this site, and is a co-founder of the Regenerative Marketing Institute with Enrico Foglia and Philip Kotler. Their book – Regeneration: The Future of Community in a Permacrisis World is available now.  See also: The Regeneration Journal.