Gone are the days when a business must be a certain way and their primary objective was to generate revenue and maximize stakeholder value. Today, the aspirations and expectations of different groups have become increasingly complex; they want to attach meaning to a brand when associating themselves with it. For example, consumers, investors and employees expect organizations to speak out or take a stand on social, political and environmental issues. At the same time, today׳s leaders want to be known beyond their role. They are increasingly vocal about what they stand for and where their personal views lie. While this evolving mindset overlaps well and has the potential to form that ideal triad for all, i.e., if the management, the customer, the investor and the employee align on a value, it will have a positive impact on the organization. However, it is far from ideal because if complexity is paramount, so are the looming uncertainties of ever-changing trends and priorities, i.e., the changing preferences of consumers and investors, the changing views, inclinations and preferences of employees, and the values of executives and management. Now, organizations must understand and manage the ever-changing trends and priorities. More importantly, they must explore and define their values and ensure that they are aligned from the inside out to create value. Therefore, this book chapter aims to explore the facets of activism within the organization (i.e., corporate activism, brand activism, leadership activism, and employee activism) to explain employer brand activism, which is the interplay between employees and the organization. In doing so, we focus on employer brand activism, its short-term benefits, access to long-term effects and how these ultimately relate to other activism. This is important because if this alignment is not achieved internally, external alignment remains fragile and fraught with uncertainty. We therefore hope to shed more light on the broad discussion of how activism and business can go hand in hand and how organizations can drive value from understanding, defining, and prioritizing their values with others, be it employees, leadership, brands, consumers, or investors.