Investing in a global capability center is a strategic decision. To be successful and continue delivering value for the business, the capability center must build a strong communication practice that aligns with the local market needs and yet be consistent with the parent company’s mandate. Such a balance isn’t easy. In this post I share, from my perspective, the top five communication mistakes global capability centers make and can best avoid.
Mistake 1: Considering communication as a ‘support’ service
Communication is a business imperative and not a unit that ‘does’ stuff. Most organizations fold the function under Human Resources because it ‘feels’ like the right place for the team to fit in. Also, since a lot of communication is directed at employees, it is considered an ‘employee relations’ function. Or it can be combined under a broader ‘enabling’ team which ‘supports’ the organization. This undervalues the critical role of the team and puts the function in a less optimal space to demonstrate its worth. The communication team is a strategic function and has an important role to play across the organization. How the team is aligned will matter to the impact it makes.
Mistake 2: Not balancing the expectations of HQ with local site needs
Sitting afar, most often, HQ is removed from the realities of managing a global capability center on the ground. Everything from the cultural nuances to attracting talent; engaging with local media to driving change, expects a differentiated approach. Broad brushing the communication interventions can result in sub-optimal outcomes. It does help to understand and appreciate the macro-environment the organization operates in and the expectations of the parent company. However, when the communication team becomes order takers and a voice for HQ to carry out local tasks, local stakeholders value their contributions less.
Mistake 3: Investing late and less in the communication function
Nothing can be more debilitating than postponing investments in communication systems, tools and resources or building a strong and capable team. Without effective listening platforms and the means to engage local stakeholders, the parent company’s brand image may be impacted. Asking HQ for budgets and bargaining with stakeholders sends wrong signals about the capabilities of the team and what it can deliver for the business. Tapping the team’s potential late in game can also reduce the leverage the brand commands.
Mistake 4: Not establishing a communication protocol
As the global capability center grows, the need for communication expands exponentially. From raising the standards for communication internally to driving partnerships externally. Restricting staff from communicating externally is one of the steps organizations take to reduce risks and prevent fall-outs on social media, for example. This approach can backfire since almost everyone is on the internet and with or without staff mentioning their employers’ name, you can find the association with a quick search. Therefore, communicating standards and expectations can help staff become your ambassadors rather than feel stifled. Likewise, it helps to create local relationships through confidence building measures.
Mistake 5: Trying to display individual brilliance
The global capability center exists because of the collective value it adds to the business. In an attempt to demonstrate their worth to the parent company and local stakeholders, at times, the center goes overboard by displaying their individual brilliance in projects. This can cause angst among stakeholders because it is only through collaboration and partnership do centers add value to the parent company’s customers.
Where the communication sits within the organization can predict how influential it can be. By giving communication a seat at the table, investing in tools and resources and establishing standards of engagement are some ways for global capability centers to stand apart from the rest.
Thoughts on the article? Do share them here.
Missed earlier articles on Global Capability Centers? Read them here:
- Placing Communication at the Heart of Global Capability Centers
- The critical role of communications at Global Capability Centers
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