CorpComms Magazine

(1) Respect local culture

It's important to start with this obvious one, but yet it surprising how regularly this point is forgotten. It is a fact that every country has its own culture and, just because English is spoken in a country, do not expect it to have a 'British' culture. In emerging markets the differences are even more apparent. It is vital, therefore, to ask your people on the ground about their culture and what is accepted business practice.

(2) Consistency, not homogeneity

After identifying the different cultural practices, it is now time to identify the practicalities of implementing your communications strategy across continents or countries. The simple fact is that you cannot communicate in 'London-speak' all over the world but, simultaneously, the consistency of message is vital. Be prepared to sacrifice some of your 'purple prose' to satisfy local needs but ensure that the message remains the same.

(3) Regular and open dialogue

Work as a team. Make sure that you have regular and open dialogue with the communications teams working 'on the ground' in each business unit. In doing so, you will develop their confidence and build your trust in their ability to communicate the information and messages required.

(4) Explain the relevance

Explaining why an announcement is relevant or important to your 'on the ground' people is simple, but always gets forgotten. And inevitably some people are afraid to ask. For example, the relevance of your Group financial results is not necessarily obvious to your communications team in an emerging market, but it can swiftly become an issue if a local stakeholder, such as their government or regulator, starts to ask questions.

(5) Never underestimate the web

The distributive power of the Internet is what constantly keeps all communications people on their toes (and awake at night). A negative story in a far-flung market is only a Google alert away, and can easily end up in an analyst note or newspaper the next day. You have to assume that the story will hit your home market and be ready with a response.

(6) Make time for colleague communications

Colleagues in an international business require an even larger investment in internal communications than a one-country orone-region business. It is too easy for them to feel disassociated from the Group or their colleagues back in the headquarters. Make time for regular discussions about the news from 'London', even if it just sharing weekend plans or office chatter.

(7) Invest in a good intranet

When an intranet works properly, it can do the work of several people. While it is difficult for control freaks (like me), having an 'open source' intranet to which all colleagues can contribute does mean information is shared more effectively. If you can make your intranet a focal point for colleagues all over the world, you can share information quickly that in the past would have taken an army of communications professionals to disseminate.

(8) Take the BlackBerry to bed

This is something an old boss of mine at a PR agency regularly drummed into his team. Be available. Most communications problems can be easily resolved if they are acted upon quickly. In a global business, being available late at night to offer an opinion can often head problems off at the pass.

(9) Play roles

One of your offshore operations might need you to be a catalyst to help them change. Another might need you to play the role of adviser or sounding board. I find it helps to make a conscious decision on what your role should be for each issue in each market. Communicating what role you are playing to the team you are dealing with is also important.

(10) Cross pollinate

Share ideas from each local operation with other operations. For example, a good CSR initiative in one market can provide inspiration in another. But remember there is a difference between sharing ideas and ramming them down people's throats.

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