Change Communications

Q: “Does anyone have any tips and advice to share on how to communicate a global strategy so that it works locally?”

A: “My experience is that providing toolkits can be an effective way to allow for some localization. We have run a number of programs where the European comms team has worked with the business heads to articulate overall messaging and developed a series of tools that help deliver those messages.

The most successful programs have been those where the implementation of those tools (and therefore the message) has been chosen and tailored locally. This means we gain consistency of message while also making it relevant and meaningful to each market.

Here are some quick suggestions:

- Work on the overall concept in loose terms and then take it out to the local comms team/business management in local markets. Explain the overall need/objective and work together on how it could be useful for them (it helps if you know about the local market first so that you can show how the comms concept appeals to the local needs of
employees).

- Go for a partnership approach rather than a one-size-fits-all or an approach that could feel dictated by a central team. Show you are willing to develop the delivery mechanism of the messages to meet local needs. It takes longer at the development stage as it involves consultation but the implementation will be sustainable.

- Consider local translation so that the message feels local.

- Is the audience literate? Do you need to consider using a creative approach (e.g., theater) to communicate the message?

- Remember the difference in communication styles and values by culture. Have a suite of tools that can be used to appeal to all. Some cultures communicate informally and may respond better to management huddles rather than formal comms sessions.

- If articulating messages centrally, remember icons/personalities aren’t always global.

Remember, what works in one company culture may not work in another. I’ve also been looking at some interesting work done on culture and values at Cranfield Management School by Dr Gilles Spony, resulting in the Spony profiling model (visit www.futuretobe.net for further information).”

JANE SPARROW
SONY EUROPE