No More 'BAU' for Business. Ever.

By Gary Sheffer

On a recent call about what the world will look like after the COVID-19 pandemic, someone said “well, it’s certainly not going to be BAU.” I was not familiar the acronym, so I was grateful when someone else asked, “what’s BAU?”

“Business as usual” was the reply from the corporate leader, who went on to describe the end of big corporate headquarters, large conferences, and frequent travel. This got me thinking about the roles of companies, CEOs and communicators and I came to a realization. Companies can’t go back to BAU after the COVID-19 crisis. The crisis has changed everything. How we work. How we live. How we socialize.

The human devastation from the crisis is massive and not just in loss of life. There will be lingering mental health impacts, increased hunger and poverty, and disruptions in education and child development. Entire industries such as tourism, aviation, and dining have come to a near grinding halt.

The economic impact is global. China’s GDP dropped nearly 7% in the first quarter of 2020, the first decrease in 50 years. More than 33 million people have filed for unemployment in the U.S. This despite financial stimulus that makes the 2008-09 U.S. bailouts look quaint by comparison.

Most importantly, the crisis has pulled back the curtain on the gap between the haves and have nots. The virus is cruelly devastating the poor, the elderly, and homeless. Many not-for-profits who protect these people are facing severe funding shortages.

During the tough times ahead, the old corporate playbook will not work to build trust and succeed in the marketplace. The myopic “shareholder value” approach must finally be put in its grave. Instead, we need moral capitalism writes Dov Seidman of Fortune: “…the business of business can no longer be just business.”

With political divisions dead-ending nearly every public policy discussion, it’s up to companies to deliver more value to more people. We need more “we companies” vs. “me companies.” This requires CEOs that understand changing stakeholder expectations and who redefine personal and company success. To get there, my friend Bill Heyman says CEOs must recognize that a strong communications leader is “essential” to lead change.

The best chief communications officers (CCOs) bring together functional and business goals within an organization to form a “we” agenda. They listen to colleagues and reinforce the “how” and “why” of company culture. And then they engage with people and tell the story.

For CEOs and CCOs who are ready for the new world, here are thoughts on where to start.

Humanize business. Ask executives to describe their company and most respond with the number of employees, annual revenue and products. Instead, tell the world about the human outcomes companies make possible. Also, a small thing: Let’s stop referring to ourselves constantly as “brands.” Companies are people who come together to build things people need and want.

Make companies truly purposeful. Companies must be points of trust on topics such as healthcare, climate change, vaccines, addiction, diversity, and education. CEOs can fight for the truth with facts, emotion and actions (if Steak-umm can lead the fight against COVID-19 disinformation, anything is possible). Andy Pharoah, VP of Corporate Affairs &, Sustainability at Mars, describes it this way:

“This is the biggest-ever test case of whether the words that companies have had on mission statements really amount to anything real or whether it’s just spin. And every company is feeling that test. In our toughest times, are we able to stick to our principles?”

Broaden and focus the communications portfolio. Who better than the CCO to oversee corporate social responsibility/environmental, social and governance, government relations, foundations, and public affairs? Unify reputation and cultural touch points under the C-suite executive with the broadest view of the world besides the CEO.

Rethink who we hire and give voice. Companies need more scientists/communicators to explain technology, chemistry, engineering and other sciences that underlie our products and decision-making. And we need to give them voice – it doesn’t always have to be the CEO who leads a corporate conversation. Companies need more heart, wisdom, and judgment that a humanities education can enhance. Gasp, let’s hire people who can write.

Put more communicators on boards. In a world of rampant mis- and dis-information, does any company doubt the value of having a communications pro on its board? Boards also have a lot of work to do on trust: A recent Edelman survey found just 45 percent of people trust business to put people ahead of profits.

The silver lining of this pandemic is that it gives everyone a license to do the right thing. The path forward for business and communicators has never been clearer. No more BAU. Ever.

Sheffer is the Sandra R. Frazier Professor of Public Relations at Boston University. He is the former CCO of GE.