Why marketing needs to get a handle on culture
The past couple of months has seen a spate of stories highlighting how poor cultures can be toxic to brands and organisations. Uber has been particularly in the spotlight – with allegations of sexism from female engineers through to a rant from its CEO Travis Kalanick against one of its own drivers. New company president Jeff Jones left after six months, saying “The beliefs and approach to leadership that have guided my career are inconsistent with what I saw and experienced at Uber.” Only this week allegations have surfaced of senior management (including Kalanick) visiting an escort/karaoke bar in South Korea. The story came out when Kalanick’s ex-girlfriend, part of the party, alleged that she was pressurised to say she ‘had a good time’ at the bar.
Uber is not alone. The environment at British Cycling has been described by some athletes as operating through “a culture of fear”; misselling scandals at banks, such as around PPI, have been linked to poor cultural control; while Amazon and Sports Direct have both been accused of exploiting workers. In all cases it seems that a blind eye has been turned to how things were done, provided that overall objectives, such as company growth or Olympic medals, were delivered.
What has this got to do with marketing and communications? Essentially, when stories hit the media, it has to attempt to defend the (often) indefensible and then try and rebuild corporate reputation. All scheduled marketing plans have to be put on hold, with every effort focused on dealing with a growing number of allegations.
That’s why I believe marketing needs to step up and be more involved in guiding and monitoring corporate culture, ensuring that it has early warning of any minor issues so that they can be dealt with before they develop further. This isn’t about covering up bad behaviour – more ensuring that it doesn’t happen in the first place. There’s no point investing in huge advertising and PR campaigns that aim to demonstrate corporate strength, when a poor culture undermines everything you do or say. Marketing can exist in its own bubble, particularly in large companies, so that the department doesn’t see what goes in other parts of the organisation, leading to a false confidence that everything is going well. Therefore, it is vital to break out of this bubble and find out what is happening across the business.
Obviously marketing shouldn’t be responsible for culture alone. HR, internal communications, and senior management all need to help set the standards for “how things are done around here”, with regular checks that everyone understands what is expected of them, and their behaviour. Marketing is normally at the frontline of building a brand’s reputation, so it needs to have greater knowledge of what is going on. Otherwise it can’t ensure that the organisation is not tacitly or knowingly encouraging bad, unethical or illegal behaviour, potentially harming staff or customers and storing up major issues for the future. Marketing therefore needs to get a handle on culture if it is to do its job properly, whatever type of organisation you work in.
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