Political populism and corporate populism: two sides of the same coin

The power of emotional rhetoric makes no distinction between ballot boxes and boardrooms. In both arenas, promises become spectacle and discontent becomes fuel.

We live in a world where populist rhetoric is not confined to political rallies; it also echoes through boardrooms, business conferences, and marketing campaigns that dress up “purpose” in what is, at its core, still just profit. I spent nearly half of my professional life in Washington, DC, and had the opportunity—first there, and later in many other places—to witness countless political and business leaders. In both categories, I have encountered empty aesthetics and emotionally manipulative speeches as well as genuinely committed leaders determined to make a real impact.

Political populism and corporate populism are mirrored reflections of the same essence: they seek to capture attention, manipulate emotions, and offer solutions that are as seductive as they are hollow.

In politics, the populist leader raises their voice and points the finger of blame. In the business world, the populist CEO launches social impact campaigns, sponsors “green” events, and promises a workplace culture that looks like something out of a Netflix series. But in both cases, the promise is just that: a carefully scripted performance with a cardboard set.

I have always been highly critical of the way major corporations jumped on the woke bandwagon at every turn, not out of genuine conviction but as opportunists exploiting trends to hypnotise different market segments and cash in on the hype. That said, from my perspective, it is frankly scandalous to see how so many of these same American corporations have changed their rhetoric and values in lockstep with Trump’s victory.

Conversely, as I have pointed out before, when Biden was in power, the very same companies now waving the flag of supposed “neutrality” or distancing themselves from identity politics were falling over themselves to champion “inclusion”, “diversity” and “equity”—not out of genuine moral conviction, but as a strategy to curry favour with the political establishment of the day and their noisiest consumers.

Clearly, these large corporations have revealed their true colours: it is not about principles but about an indecently opportunistic manoeuvre. What should be an ethical commitment instead becomes a tawdry corporate survival tactic. It is precisely this lack of integrity and the ease with which they bend to political power that lays bare the true hypocrisy of contemporary corporatism.

Today, more than ever, we see rhetoric that dresses up “innovation” when it is really opportunism in disguise. While some genuinely aim to transform with consistency, others turn corporate storytelling into a shield to avoid making the changes that truly matter.

When corporate populism takes hold of the narrative, authenticity becomes a luxury and cynicism the norm.

Both forms of populism feed on the same ingredient: collective dissatisfaction. While the political populist promises to return power to the people, the corporate populist promises that “people are at the centre of everything”—until the next bad quarter arrives, and the first heads to roll are, predictably, those very people.

Both sell packaged hope, heroic speeches, and promises of change that are as quick as they are fragile. But leadership is not about seducing the masses; it is about taking responsibility.

So where does real leadership lie? In the responsibility of saying what matters, not just what is convenient. In refusing to disguise profit as impact, or marketing as ethics. Leadership, like democracy, is not just about capturing attention, but about deserving it. As I often repeat, whether in workshops, classrooms, or conferences: language is never innocent.

I leave you with a few uncomfortable, but necessary, questions:

Does your brand promise more than it can deliver? Are you leading with substance or with seduction?