The old model of communications is just that, old. It used to be that the most important quality was to be responsive without saying too much. Better to smooth the way for the unencumbered pursuit of corporate goals than get caught up in divisive scientific, cultural and social battles. As Michael Jordan is reported to have said, Why would I get involved, “even Republicans buy shoes.”
That won’t do any longer. Customers now expect companies to have a point-of-view. When that view is popularly or passionately held, it can lead to increased revenue. Just do the math. While smaller groups can exert outsized influence (like electing a President with fewer votes), commercial success relies on reaching the widest market.
Self-interest is leading many companies to not avoid but to engage. Taking a stand on matters of broad public interest, like climate change, diversity, privacy and immigration reform, can be good business.
This is new behavior for many companies. Made difficult because just changing spots won’t make a lion a leopard. Credibility needs to be rooted in context — the sum of culture, market place practices and product value over time. Context, and the credibility it can confer, cannot be created as much as revealed.
Credible Context is more than a methodology for communicating in a noisy, data-driven market. It is a strategic approach to communications, at a time when consumer trust is elusive and finance, government and technology are reshaping our world.
In founding this consultancy, I drew upon my experience in the financial and corporate communications landscape of New York City, the issues-driven meeting rooms of Washington, D.C. and the technology arenas in San Francisco. In doing so, I have created a context for helping companies find their voice.
