‘Cultural sensitivity means recognising & respecting diverse cultural norms’

In an increasingly interconnected world, the role of corporations extends beyond profit-making; they are now expected to engage with pressing social issues while remaining sensitive to diverse cultural contexts. As companies strive to make their voices heard, they face the dual challenge of taking meaningful stands on controversial topics while respecting the varied cultural norms and values of stakeholders.

At the e4m PR & Corp Comm Summit 2024, industry experts like Tanmana Rath, Lead- Communications and Stakeholder Engagement, TERI, Girish Balachandran, Founder & Managing Director, ON PURPOSE, Prasidha Menon, Regional Communications Head, Airbnb India, Southeast Asia, Hong Kong, Taiwan, Jyotsna Dash Nanda, AVP Corporate Communications, DS Group, Sonal Singh, Head-Corporate Communications, Jindal Stainless, moderated by Tanya Singh, Director-CorpComm, Doceree came together to discuss on “Finding Common Ground: Navigating Corporate Activism and Cultural Sensitivity.” The panellists discussed how companies can align their actions with core values, connect meaningfully with diverse audiences, and balance the impact of corporate activism with the complexities of cultural sensitivity.

Tanya Singh, the moderator, opened the discussion by questioning whether Corporate Activism is simply a publicity tactic or if it has a deeper purpose in creating long-term value and asked all the panellists to share their perspectives on the meaning of corporate activism.

Sonal Singh explained, “Often, people feel pressure to respond when something happens, but I once read a clever phrase that said, ‘Speak not because you have to say something, but because you have something meaningful to say.’ When it comes to corporate activism, you should only join the conversation if you genuinely have something valuable to add. In my view, activism has become trendy, while traditional corporate citizenship—which has always been about responsibility—has lost some of the spotlight. I still prefer corporate citizenship because activism today often feels impulsive or like an attempt to appeal to Gen Z by standing for a cause just for the sake of it. This approach can be a risky trap.”

Taking the discussion forward, Tanya asked Girish to share how he decides when his company should take a stand on an issue, considering the risks of backlash, divided customer opinions, and potential employee disagreement.

To this, Balachandran responded, “To be completely honest, there isn’t a strict process for this. It’s more of a question we have to tackle and navigate on a day-to-day basis, making choices continually as situations arise. For example, the way we select our clients is itself a reflection of our values and the type of work we wish to do. We established this company with a commitment to a specific set of principles aimed at fostering social change, and this directly influences how we filter the clients we choose to work with—and, importantly, those we choose not to work with. I can tell you, after seven years, this has evolved into an ongoing discussion within the company. At the core, it’s about balancing profit with purpose, which remains a constant debate we engage in on a daily basis.”

Singh posed a question to Jyotsana, asking her to define cultural sensitivity within the framework of corporate activism. Nanda responded by stating, "I would define cultural sensitivity as the importance of recognizing and respecting various cultural norms and challenges, while also being adaptable. It’s crucial to ensure that everyone is included in the conversation and that you are aware of the communities you are engaging with.” She further added that in the context of corporate activism, cultural sensitivity entails recognizing, respecting, and adapting to these diverse changes to engage effectively."

Moving forward, Prasidha expresses her perspective on the balance of cultural sensitivity in various markets compared to India. She described patiently, “At the organizational level, culture and cultural sensitivity are fundamentally rooted in the DNA of the company itself. While there are differences from country to country and region to region, it’s crucial to invest in a deeper understanding of the local cultural nuances. Moreover, it is essential to have a clear vision of how you want to operate your business, engage your employees, and build a community, whether with your staff or customers. This approach does not significantly change; instead, it emphasizes the importance of dedicating time and effort to understanding the specifics of each market.”

Tanya then poses another question to the panellists and asked them to share their views on how brands should navigate when customers’ express dissatisfaction with a brand's stance. In response, Tanmana asserted, “Getting affected by these things are only going to diminish your long-term objectives as over a period it dies down. So, we just have to ignore certain things if we have to achieve what we actually have set out to. The most important thing is to keep your Focus, something like Arjuna used to do, and just have keep the rest of the things away to be able to achieve your objectives.”

As the conversation progressed, the audience became increasingly engaged. Finally, Jyotsana wrapped up the discussion by stating, "The way the organization frames its narrative is crucial and how they present their message matters significantly. It’s important to recognize that despite your best efforts, there’s always a risk of it backfiring or polarizing certain segments of society. Therefore, it's essential to be sensitive to marginalized communities while also engaging with the broader audience."