Earlier this year, we released our 2024 Impact Report. Each release marks our ongoing commitment to helping better food win.
Over the years, we’ve doubled down on our belief that impact must be at the core of everything we and our clients do. Not just because stakeholders are demanding return on investment, but because it's the only way to ensure long-term relevance. Yet, embedding impact into business strategies for ourselves and our clients is no easy task. The methods to define and measure impact aren’t always straightforward, and they can be costly or complex to implement.
We spoke with our in-house expert, Geoffrey Russo, Director of Insights & Impact, to unpack what it truly means to be impact-driven in business today.
A: Impact is one of those catch-all terms that can mean different things to different people. Everyone wants to “have impact,” but it’s important to define what that really means. Is the driver for impact coming from external or internal pressure? Are you after new aspirational goals, or in need for specific targets and evidence? Are you aiming for business impact, social/health impact, or both?
Whichever the motivation, my golden rule is to start with WHO.
Simon Sinek’s "Start with Why" helps organizations find purpose. But when it comes to impact, your North Star should be your audience. Who are you working for? What behavior change are you trying to drive?
Leading with these questions doesn't dilute business priorities, in fact it's quite the opposite. In food and health, desired behavior changes are consumption-driven (increasing consumption of better foods) and health-driven (improving the health of consumers). Both ultimately lead to business wins for companies that promote better food.
Defining impact in behavior change shapes everything that follows and ensures alignment with your business goals in the category you want to lead.
A: Absolutely. The biggest disconnect often happens between program leads and senior stakeholders.
To bridge this gap, it's critical to distinguish between the different levels of impact an organization can have. At Eat Well Global, we like to visualize this as a pyramid:
The language used at each level matters. You should be assertive and direct when reporting on activity metrics, but it’s also important to be realistic and transparent that you are only contributing toward aspirational goals, not claiming to achieve them outright.
Ultimately, a strong impact story connects the dots: it shows how your actions align with broader global priorities and how your KPIs have the potential to drive positive change, either directly or as part of a larger journey.
Overall, the impact story will capture the sentiment that your actions align with global priorities and that your KPIs have the potential to demonstrate positive impact, either directly or as a step on the journey.
A: Sourcing data is often the hardest part. First, it typically requires investment in surveys, third-party sales data, etc. Second, there's the question of feasibility. Most leaders want to tie activities to sales, but that's not always possible because sales movements are often multi-factorial. That’s why I recommend focusing your KPIs on what you can control and credibly own, and what you can reasonably influence.
You can start small and smart:
Use insights to build your impact story and show value, then gradually expand your data sources as needed.
A: I hear this a lot, and it’s true. Unless you’re happy measuring impact solely at the execution level, impact is a long-term game. Which goes against the way many businesses operate, focused on quarterly results and short-term goals.
But the truth is that behavior change takes time and isn’t about instant gratification. Public health campaigns, such as seatbelt use or HIV prevention, are the perfect example. It took decades of effort before measurable results showed.
To work this way:
Also, learn to focus on the signal, not the noise. The more frequently you look at data, the more likely you are to misinterpret random fluctuations. It’s like watching the stock market, hourly updates lead to reactive decisions but quarterly reviews give you real insight into patterns and direction.
A: In the short term? Probably not much. Businesses can still hit quarterly targets.
But long term? The risk is significant.
Being unclear or inconsistent about your impact focus can backfire or drive consumers away. At a time when only 39% of Americans trust food and beverage brands for nutrition and food advice (Eat Well Global, US Consumer Trust & Influence Survey, April 2025), brands that fail to deliver clear, measurable, and authentic impact risk widening that trust gap even further.
Being impact-driven helps you clarify your values, stay focused, and have the confidence to stand your ground when needed. It means doing what matters most, consistently and credibly.