Subscribe to our newsletter to receive business tips, learn about new funding programmes, join upcoming events, take e-learning courses, and more.
Take the first step to successfully starting and growing your business.
Join for free)
Posted: Tue 30th Sep 2025
Ben & Jerry's hit the headlines last month when Jerry Greenfield resigned 50 years after founding the global business with Ben Cohen, saying he could no longer "in good conscience" continue working for a company that its parent company Unilever had "silenced".
He claimed Unilever was too afraid of "upsetting the those in power" if the brand continued to use its might to campaign for peace in Gaza.
This came after the company controversially stopped selling its products in disputed Israeli settlements.
Back in the day, Ben and Jerry transformed the ice-cream business from a tiny local enterprise into a worldwide icon of social activism.
The firm distinguished itself not just by its inventive ice-cream flavours (and tiny chocolate fish), but by its relentless commitment to social justice.
Over the decades, the brand has championed issues like environmental sustainability, racial equity, LGBTQ+ rights and economic fairness.
But since Unilever acquired Ben & Jerry's in 2000, this activist spirit has increasingly collided with the imperatives of global corporate governance.
Decisions such as ceasing operations in disputed territories and restrictions on political commentary have fuelled the growing tension between Ben & Jerry's independent, value-driven approach and Unilever's profit-focused directives.
The conflict raises an issue that today's brands face in an increasingly polarised world: how do you balance ethical commitments with commercial pressures?
Enterprise Nation adviser and social justice pioneer Dr Diahanne Rhiney is an award-winning diversity marketing expert and the founder of The Naked Truth Agency.
She says honesty remains crucial for business success, but warns entrepreneurs that speaking out in today's climate comes with serious risks that must be carefully calculated.
Diahanne launched the first agency to specialise in diversity marketing and race relations and has spent 33 years building her reputation as a social changemaker.
Today, her company focuses exclusively on social impact campaigns, from domestic violence to disability awareness, working with clients who want to create positive change in society.
But Diahanne says the current environment has changed the stakes for businesses.
"People are scared to speak out and be honest. Because of Donald Trump's decision to move away from diversity projects, CSR and climate change initiatives, lots of companies can't even talk about certain projects they're engaging in to do with inclusion and diversity because they're scared of being blacklisted."
As an example, she pointed to MSNBC's sacking of political commentator Matthew Dowd minutes after he'd made comments on air about Republican activist Charlie Kirk's assassination, which made headlines around the world.
Yet Diahanne still advocates for authenticity, insisting honest brands ultimately build stronger customer loyalty.
"It's been proven that brands that are honest tend to come out stronger with more loyalty, from customers who really appreciate honesty.
"They might sometimes go for a dip if they've made a strong statement but ultimately the trajectory is positive over the longer term."
The key, Diahanne emphasises, lies not in what you say, but how you deliver your message.
"I just think you've just got to be careful on your delivery. You know that saying "it's not what you say, it's how you say it"? I think that goes a long way."
Despite the risks, Diahanne believes authenticity remains a competitive advantage.
"Honesty is actually a breath of fresh air, especially within the media and especially within businesses."
Calculate your risk tolerance to economic pressures: Most people in the world need money to survive, to live and to pay their bills. And unfortunately that will dictate what you say and what you deliver.
Consider your business structure: If you're a company that doesn't have all that red tape and you don't have shareholders, you can afford to be a little bit stronger in your views.
Focus on delivery, not just message: It's not what you say, it's how you say it. The way you communicate your stance is as important as the stance itself.
Define your purpose clearly: Be clear about why you're doing what you're doing, what outcomes you're expecting and who you hope to positively affect by what you're doing and what you're saying.
Stand for something: I prefer you to stand for something. I actually think that staying in the middle is a dangerous path to walk.
