Internal Communication 2.0 - Formanchuk & Asociados

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Internal Communication 2.0: A Cultural Challenge _______________________________________________________________________________ • 600 people work in the Buenos Aires office. Only 200 have been hired directly by the company. The rest are employed by human resources companies so they are outsourced. • Five people work in his area. His boss, who is in Brazil, is the only person who has been hired directly by the company. He and his co-workers come from four different human resources companies. • 30% of the staff are foreigners. Some of them stay in our country for 3 days and then leave for other countries, others stay for 3 months, some others stay a little bit longer. The people get in and out all the time. Some Argentineans also leave and lead projects in different countries for the whole year, staying in one country per month, on average. • To counteract the “Babel” effect, the company has decided that absolutely all internal communications should be written in English. The employees should write their e- mails in that language even if the recipient is Argentinean. Spanish or the local language is only allowed for informal communications. This is not a company of the year 2020. Nor is it located in California or Tokyo. It is located in Argentina in the year 2010. HERE AND NOW It provides a great opportunity to play in speculative scenarios and to practice and to exercise the brain, which, up to now, is the only organ which can perceive the future. Now let’s think what it would be like to manage the internal communications in a company of the present-future where: Version 0.1 – Alejandro Formanchuk 8
Internal Communication 2.0: A Cultural Challenge _______________________________________________________________________________ • The people don’t have a fixed office and never meet in the same place. • They have never seen their boss. • They report to different leaders who are in different parts of the planet. • They take part in global teams which are formed and dissolved easily. • They may lead projects and be in charge of somebody who was his “boss” up to yesterday. • They have temporary responsibilities and hierarchies. • They have as many coworkers as projects they are involved in. • They have 2 kinds of coworkers: those who they see personally and those they have never seen before. • They communicate more digitally than personally. • Meetings are something of an anachronism. • They don’t collect information because it’s impossible and unintelligent to do so. • They think that they’ll stay in the company for no more than 18 months. • They consider themselves “individual companies” which provide services. Are we talking about futurism? No. We are talking about HERE AND NOW. Can we understand this? This is the point of view of an old man who is 33 (my age at the time I am writing this book). Version 0.1 – Alejandro Formanchuk 9
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Internal Communication 2.0 - Formanchuk & Asociados

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