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April 4th, 2008
Wanted: the ‘Best Corporate BS of the Year’
What would you think was going on if you heard that a company was launching a “productivity transformation program”?
This term was a new one for me, and that’s surprising since I’ve heard a lot of business speak, corporate jargon and PR-created management double talk. I bumped into the term today in The Philadelphia Inquirer’s PhillyInc blog , and guess what? A “Productivity Transformation Program” is just a euphemism—PR double talk—for layoffs and staff restructuring.
The PhillyInc blog points you to a press release from Schering-Plough Corp. that says nary a word about the 5,500 layoffs that are at the heart of the company’s “Productivity Transformation Program.” But as the blog points out, it “includes eliminating management layers, consolidating middle management, cutting travel costs, shelving some research projects, and reducing the number of factories. That’s more than just layoffs, I know. But when the goal is to produce $1.5 billion in annual savings, heads will roll. In this case, up to 10 percent of the company’s 55,000 employees.”
Why do companies feel that they have to resort to silly, incomprehensible corporate speak in an attempt to deflect attention from what they are really doing, such as seriously reducing the workforce? Do they think that anyone is so stupid as to not see what they are doing?
I don’t know about you, but I would love to hear from readers who have examples of equally amazing corporate BS. Just send it to me at jhollon@workforce.com, or add a comment to this blog. I’ll share the most over-the-top corporate double speak and euphemisms, and let all of you vote on which one you like most—the “Best Corporate BS of the Year.”
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Even though I do not have another corporate euphemism, I must comment on the PR strategy of Schering-Plough.
To me, the term “productivity transformation program” does everything management or key leadership theories are against. We preach meaning -making, we state we are transparent and authentic leaders, we pride ourselves in open communication channels. This PR strategy is not any of that.
So how does Schering Plough believe this PR strategy will enhance their image?
Layoffs, downsizing, reducing budgets are indeed difficult on companies and the workforce in them, both those left and those leaving. However, a straight-forward, honest, “look you in the eye” approach would be much more acceptable to the workforce and the general public this company states to serve.
It is my assumption the community, Wall Street, future investors, and the existing employee base will now have diminished trust for Schering Plough’s future communication.
Strategies in times like this are not easy, but requires much thought and deliberation. It requires the leaders of an organization to take a courageous attempt to show their transparency and willingness to admit when a plan’s actual outcomes are not optimal. Instead, strategies like this, one that trys to cover up or state it as something new and innovative, is an insult to the public by hiding behind meaningless and dishonest vernacular.
Is it possible Schering Plough does not have the culture of open disclosure and this strategy did not fall far from the vine? They can repair this, if they choose to…however, will they believe it is important for them to do it? I guess time will tell.
Posted by: gay rogers | April 6th, 2008 at 7:36 am
Hi John
You know what’s comical about this???
There’s a new theme in corporate America right now. This thing call being open, honest, and direct. It’s the latest management fad that’s designed to break down barriers to get the job done!
Yet, the minute bad news starts raining down, leaders take the illusionary approach. And, they wonder why they aren’t trusted?
Hopefully the rise of social technology will help corporations learn that they’ve got to keep it real!
Posted by: Jacob Johansen | April 6th, 2008 at 7:36 pm