Lost in translation? How to navigate change across borders

Picture this: An ultra-modern, intuitive, frictionless tool with superior UX to replace a clunky, outdated, manual procedure and save people hours (if not days) of work, significantly reduce the margin for error and save the company hundreds of thousands in costs.

Who wouldn’t jump at that faster than you can say: “Can everyone see my screen”? Well, it turns out – more than half of its intended users wouldn’t…

This sleek new tool wasn’t only replacing old processes, it also required a cultural shift in some countries where the ways of working differed from those in close proximity to the headquarters. Too much focus had been on the tech’s ability to solve a global problem, and not enough on the humans affected by the change.
The challenges of rolling out a big change are magnified in a global organisation. Here are some key things this example highlights and tips on how to navigate them:

1. One size doesn’t fit all

Headquarters loved the self-service model, as did leaders empowered to work independently – so it became a key selling point. But in some countries, managers had traditionally delegated the task this tool was designed for. Suddenly being responsible felt like a burden. Others preferred peer checks that the new tool removed.

Get it right: Before you launch any change, be clear on the benefits (answer the “What’s In It For Me?” question) for each segment of your audience. This will probably not match the benefits for the organisation, and be different for different people. The better you know your audience the more likely you are to build a narrative that appeals to them.

2. Anchor globally, amplify locally

While it is true that change communication requires consistent key messages and speaking with one voice, there should be space for local adaptations. Language, culture and work norms influence how people react to change.

Get it right: Involve local communicators early on in the process so that they can provide insights into the audience. Equip them with editable materials and guidance to tweak and translate messages to resonate in their country while staying consistent.

3. Communication is your most powerful change tool – use it wisely

Back to my example – would the rollout of the tool have stopped with the knowledge of how self-service was perceived in different parts of the world? Absolutely not! It brought efficiency, cost savings and standardisation to the business.

But, how it was communicated could have made all the difference to the adoption numbers. In fact, the poor results were exacerbated by the reality that a large portion of the audience simply didn’t get the memo.

Get it right: Communication is the bridge that connects people to the change being initiated – but you’re not the only one vying for your audience’s attention. In noisy environments, it’s easy to see why important messages are being drowned out, ignored or forgotten. Don’t just communicate more, communicate smarter. Send the right message at the right time, and cut through the noise rather than adding to it.

 

The success or failure of your global change initiative will depend on your most unpredictable asset: people. To manage the risk understand your audience, localise your message, and wield communication like the superpower it is.