Capitalize on local flair: implement global corporate guidelines that make sense for a Latin American workforce

Communication World, March-April, 2007 by Miguel Angel Oliva

Strong business policies and procedures are sometimes not enough. For Latin America, the question is, How do we turn our "tropical flavor" into "business as usual"?

Ideally, today's global companies have well-structured communication efforts for specific geographical regions and a variety of tools, including identity brand manuals, electronic or printed internal media, a consistent company voice, and strong local communication teams. Unfortunately, one of the world's most dynamic regions, Latin America, is often neglected in this regard.

Although most Latin American countries still face political and social challenges, the region has seen significant growth. Yet our cultural environment is often overlooked or placed in a second or third tier of corporate priority, despite the promise of a corporation's "global" branding.

Strong business policies and procedures are sometimes not enough. For Latin America, the question is, How do we turn our "tropical flavor" into "business as usual"?

Fortunately, there are some simple ways to assess internal communication on a local scale. To begin with, evaluate what is available in each region:

* How many people are devoted to the task of internal or employee communication? Which departments do they represent--HR, public relations or marketing? How are their objectives established, and by whom? And most important, what are their success stories?

* What are the local internal communication policies and procedures? Are there any? Do they look like the ones in corporate headquarters? What resources are available in the region, such as internal newsletters, bulletin boards (these are quite common in Latin America) and e-newsletters?

* Finally, what is the budget?

These considerations will allow you to figure out what to expect from each market, and to some degree determine how well-prepared each market is in terms of willingness and performance.

Sometimes, instructions and materials from headquarters are sent to local communication managers, associates or specialists. While these ready-to-use materials can be valuable tools, they might end up in a trash can if proper local guidance is not given.

It is key to leverage local capabilities to elevate a region like ours to its optimal performance level. Through quick research, local priorities can be defined. In Latin America, how something is done is sometimes more important than what has to be done. Keep in mind that Latin American countries are proud of their heritage and cultural differences. For example, although people throughout the region seem to speak the same language, Spanish in Mexico is significantly different than it is in Venezuela. Therefore, a comprehensive communication program must be structured to provide corporate consistency as well as regional flexibility, all while involving local employees and making them responsible for and proud of the task.

How do we do that? It is important to differentiate those plans that have to be run from headquarters (for example, design, development, implementation and evaluation) from those that allow for some local creativity and execution.

In many cases, the CEO and board of directors define between one and five global objectives, which are then communicated to the top management and regional heads, and from there cascade to regional general managers as strategic initiatives. A global strategic initiative is one that affects the operation of the company in every country where it has a presence and involves several hundred of its employees worldwide. The outcomes of such initiatives will have a significant impact on the future of sales, growth or revenues.

These kinds of initiatives have little space for error and require a communication plan implemented in full from headquarters and controlled every step of the way. With little flexibility, the communicator's main task is to pursue understanding among employees and convey the positive impact that the plan will have on their local operation.

Some milestones, such as a company's 50th anniversary, present opportunities for local communication and regional flair. Corporate guidelines might include logistics, timing or theme, but employees should be encouraged to be creative and submit any ideas that can easily be implemented in their markets. In Mexico, for example, employees might celebrate with a pinata emblazoned with the corporate logo; in Argentina they could dance the tango. The point is that they can use their cultural differences and heritage to celebrate with local flavor while still feeling that they belong to an organization.

To sum up, here are some simple steps you can follow to start organizing a global communication department that considers regional needs:

1. Identify your company's strategic initiatives, and roll out a training session for communicators.

2. Assess your resources and talents across each region, and emphasize local communication success stories.

3. Define a path for local participation and contribution.

Latin America is a region that works at its own pace. Instead of rushing or imposing, include regional activities and initiatives wherever local talent can participate and share. People will contribute their best if given the opportunity to do so.