I like to think that the concept of corporate culture could be updated and evolved to the concept of corporate consensus. Etymologically, consent (verb: allow) means to feel together, in unison: in fact it recalls assent, agreement, success, will, conformity, approval. In its current use it is mainly associated with the world of politics and in particular with the individual politician and, as Macchiavelli said, “Whoever is elected prince with popular favor must keep the people as a friend.” The aspect that intrigues me to propose it to corporate linguistics is precisely the act. Adapted to the business sector, the concept of consensus aims to reinforce the intentional and behavioral value of the organization: gain (or lose) consent in relation to what I do and how I do it. The strategic purpose is precisely that of gaining new consensus or retaining or recovering the old consensus. The concepts of culture and responsibility obviously adhere closely to consensus, but the feeling is that consensus is more tangible, more material. In this sense, consensus becomes the real distance from one's own community, from publics and from persons, and thus becomes the real dimension of corporate identity. However, this reasoning must be grounded and the most significant aspects must become the measurement and monitoring of consensus. Traditional market research can only offer a cross-section, a snapshot that would give a too sporadic and partial vision of reality. You have to switch to more holistic and more dynamic measurement models who use big data on various media and social media. The assumption of these analyzes must be continuity and depth: a sort of thermometer and echo sounder that detects the consensus of the company. The measure of good and stable consensus turns into greater trust and credibility which could be used for various purposes, not only business-driven but also pro-social and pro-cultural.
“Find out who you are and don't be afraid to be it.” Gandhi
All the Best!
