Clarity is good business…

Courtesy of the FT’s Lex, a passing mention of how ArcelorMittal likes to call reducing capacity at its steel plants an “asset optimisation plan”. Usually I like to let such examples of cloudy business speak pass, not least because the market for criticising them is crowded and noisy. But this one caught my eye not so much because of its ugly unclear nature so much as its lack of point. A waste of words, it tells you next to nothing worthwhile. Every plan is or ought to be about doing and achieving the best (optimisation). When did any of us last set out to do anything less? What Lex readers (direct and indirect investors and commentators on the company) really want to know is why and by how much ArcelorMittal is reducing resources. So the language is not only unlovable but reflects poorly on the company’s ability to live up to its responsibility to communicate clearly and characterfully.

This isn’t simply an ethical responsibility, it is a commercial one. As the canny souls who set up a clarity index a few years ago explored, being clear can help a company make money.

So let’s all plan to optimise our communication by being as clear and characterful as we can.