Transparency has its limits.
So too ESG – Environmental Social Governance. Unresolved at present is just how far businesses should expose, promote and impose certain values on clients, customers, associates, team-members and society.
Determining the agenda, narrative and possible outcomes is an artform, often personal. Each can be, and often is subjective, emotive and evocative.
Introducing issues beyond product, service, quality, design, value and price can and should be questioned. Some add value, others detract. All will have consequences.
Therefore, relevance and resonance are important in all deliberations. Question: Should we get involved, and if so, conspicuously?
CALL-TO-ACTION
ESG is currently fashionable in c-suites and the corridors of power. The drive to join in and not miss out seems insatiable. There is currently a passing parade of topics which are arguably worthy of consideration and possible support.
Some aspects seem non-negotiable. Elimination of slavery and child labour, gender equality, extinguishing domestic violence, racism, ecologically sensitive operations and production, and countering global warming seem to be the givens when applying EQ (Emotional Intelligence) ratios and measures.
Including and integrating such into commercial interactions and transactions must necessarily be done discreetly. The extent such contribute to competitive and financial advantage is debatable.
VALUE JUDGEMENTS
For some the subject matters may be confronting, affronting and outright offensive. Knowing the recipients, their perspectives, values and cultures is important.
It is advisable that marketers do not arbitrarily and randomly apply their own values on those who they seek to serve, sell to and service.
Some dimensions are not and, ideally should not be among the criteria applied to contemplate, differentiate, select and prefer companies, products, services and applications.
Politics, religion, faith and football teams seem to have the capacity and inclination to be divisive. More concerning and complexing is that none appear to be universally and externally right (or wrong). Nailing one’s flag to any such masts have questionable marketplace value and virtues.
Your call.
WRONG SIDE OF HISTORY
At play in Australia at present is an intriguing case study.
Countless individuals have been dismissed, being subjected to wokism or denigrated in the most unsavoury manners.
Some major corporations have not been hesitant. They have allocated shareholder funds to conspicuously supporting a government-sponsored initiative.
There has been little or no evidence that the support and approval of shareholders and team-members were sought.
It would be inappropriate for outsiders to conclude the “rightness”, “wrongness” or “appropriateness” of such decisions and actions. However, it does raise the questions of why and how.
On or about Monday, 16 October many entities will find themselves on the wrong side of history. Their support for one of the two sides of a national referendum will leave them with the challenge.
“Where do we take it from here?”
Doubtlessly, some will choose not to become involved in the discourse, which raises the key attendant and presumptive question:
“Why did you get publicly involved in the first place?”
Some things are best left unsaid, held close to the chest and heard in and restricted to private settings.
Almost half of the population will be in a counter-position. The voting will be split.
UNIVERSAL VIRTUES
Unfolding in recent weeks has been a scenario with a national airline which has actively promoted rainbow flags, the word YES (associated with 23) and Pride events… along with support for the national cricket and rugby union teams.
Some have understandably and justifiably contrasted such with the activism of limiting credits and repayments for cancelled flights, lobbying for restricted access to competitive international airlines, inflicting on passengers, long queues, delayed departures and lost baggage.
ESG cannot be applied selectively and narrowly. It is an embracing, enveloping philosophy and culture which is integral to corporate purpose.
Gaps become rapidly apparent and exploitable by competitors, commentators, critics and distractors.
GOT YOUR BACK
Corporate values, ESG in particular, are best applied to issues which have universal, widespread, long held and ongoing relevance and currency.
Events are time specific. They come and go. Eternal vigilance is a virtue for values which serve, advantage and respect all.
In such instances there is no, YES or NO.
Barry Urquhart
Business Strategist
Marketing Focus
M: 041 983 5555
E: Urquhart@marketingfocus.net.au