Se­cret Code of Of­fi­cial Com­mu­ni­ca­tion

The Economic Times - - The Edit Page -

It is not un­usual for se­nior man­age­ments to touch base with the ju­nior ta­lent, not for any Je­sus mo­ment but just to get all their ducks in a row. Of­ten, it is not only about bring­ing ev­ery­one on board, cas­cad­ing in­for­ma­tion or high­light­ing lowhang­ing fruit but also push­ing the en­ve­lope, pin­point­ing lever­ages that can be used to op­ti­mise pen­e­tra­tion, push growth po­ten­tial and in­crease de­liv­er­ables across plat­forms. Of course, it can also be­come an oc­ca­sion for blue-sky think­ing, run­ning ideas up the flag­pole fast, or just peel­ing the onion, get­ting a he­li­copter view and un­pack­ing is­sues so that no one drops the ball. Idea show­ers that can up­scale mar­ket di­ver­sity go­ing for­ward, max­imise up­stream stratcom and fos­ter or­ganic growth with­out paral­y­sis by anal­y­sis is the goal. If, as a re­sult, they open the ki­mono and push the strate­gic stair­case, at least some ideas will be put on record to see who dances. All this is crystal clear to those who have mas­tered the weirdly won­der­ful world of cor­po­rate jar­gon. How­ever, as a bunch of school­go­ers re­cently demon­strated in the UK, it is all but gob­bledy­gook to those who know only plain English. That jar­gon per­sists de­spite sage ad­vice from var­i­ous quar­ters to keep it sim­ple begs the thought whether the in­ten­tion is to ac­tu­ally keep in­tra-cor­po­rate com­mu­ni­ca­tion coded.

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