Think global, act local - make sense

1. Think global, act local - make sense www.synopsisonline.com

2. Our clients

3. This presentation • Strategy - how the job of internal communication needs to shift • Structure - connect the global with the tribal, and shift from competition to collaboration • Skills and roles - how do internal communicators raise their game

4. Challenges faced by global organisations • Operating across different time zones • Different regulations on what can and cannot be communicated • The varying quality of local communication channels • The need to translate information into local language and context • Different degrees of loyalty to locations, countries, regions, functions • The relationship between corporate centres and their operating units • Variable quality of communicators • Different definitions of internal communication

5. Employees are being hit from all over Integration Offshoring Best practice Regulation Rebranding Global manufacturing

6. Match fit defines the communication roles Brand Profile monolithic Rolls-Royce 3M hi-portfolio Unilever Kingfisher lo-portfolio Whitbread Hanson central co-ordination centralised decentralised Business Structure

7. Why shift? ` • Get advantages of size while allowing local operations to respond to their markets • Improve inefficient cost structures • Avoid stretching investment too thinly over too many products • Stop costly reinvention of too many similar wheels • Gain consistency in manufacturing and marketing • Reduce cost and incompatibility of different IT HR, Purchasing and Marketing

8. Moving for value One Diageo - from Guinness, UDV and Seagrams to “one Diageo” One Ericsson - from disparate business units operating in different countries Heinz - from a federation of virtually autonomous countries, to the creation of 8 global category business units One Vodafone - from a federation of differently branded country operations to a single, unified “One Vodafone” One General Motors - from a federation of units to a unified organisation - ‘act as one company” Unilever - from decentralised local companies to ‘Unileverage’ - the advantages of size and leverage while allowing companies to respond to their markets. One Whitbread - from a portfolio of individual brands, including Marriott, TGI Fridays, Costa - to an integrated brand managed group Whitbread

9. Rebalancing communication • Purpose and direction: what level of understanding of corporate direction is needed at different levels within the business units • Information: who needs what information (e.g. for strategy and direction, performance information), and how can they best get it, with what frequency, in what style, and via which distribution process • Identification: how much should people feel part of the wider whole, their business unit, location and team • Collaboration: how should communication encourage the exchange of best practice, and foster sharing learning and networking.

10. Shifting how communicators work together The strategy requires high quality communicators to work like this Brand Profile monolithic Integrate Dictate Co-operate hi-portfolio Lead Network Negotiate lo-portfolio Co-ordinate Frame Influence central co-ordination centralised decentralised A mixed bunch work like this Business Structure

11. Making the connections between strategy and the individual • Connecting ‘what it means for the business with ‘what it means for me’ • Translating the big picture into local specifics • Creating dual citizenship • For a global business, this must be delivered by an integrated chain of communicators, working in partnership

12. Communicating across the matrix Business Unit Communication Initiative Communication Corporate Communication Site Communication

13. Communication competition Strategy Group Business Local Action • There are different groups of communicators who: • Filter content • Have different agendas • Produce different content • Operate different channels

14. How global and how local? • Lots of different leaders • Tribal • Cellular • Matrix • Different cultures • Different histories

15. Identity and share of voice ME Me My Team My Manager My Department My Business The Group

16. More is less BUs Sectors Initiatives • Uncoordinated communication destroys coherence and credibility • Competing communication creates cost and clutter • Some internal communication destroys value, rather than adding it Divisions Countries Group centre

17. Air traffic control

18. Reach and richness Low reach/ High richness - face to face - telephone - Videoconferencing High reach/ low richness - Email - Business TV - Intranet - Fax Corporate Centre Country Management team Division Management team Department Team Individual

19. Raising the game IC professionals need to work in these areas IC professionals’ focus Coach What’s my problem? I’ve got a problem Consultant Technical advisor I’ve got a communication problem Crafter and drafter Can you put this into the right words Distributor Send this out

20. Thinking global, acting local - and making sense • Agreeing global and local rules of the game • Managing the end to end pipeline • Agreed communication standards and principles • Common communication planning processes • Common tools and sharing of best practice • Measurement of outcomes Coordination, consistency, accountability

21. Our priorities • Less volume, more value • Coherence • Leadership • Coaching

22. www.synopsisonline.com/planning