The situation
Group and division messages had to reach employees in numerous countries. Each country had its own communications team, with its own calendar and resources. Sent once, with no relays, a message could stall along the way.
What I did
I coordinated the relays to country communicators. The Group already flagged messages to be cascaded; I passed them on to the countries with the relevant instructions, and prepared a ready-to-send version when a country couldn't use a message as it stood. Their network met every month, and I presented the topics I was responsible for.
At the end of 2021, the communications department commissioned an agency to produce a kit to help the division's senior leaders present the 2022-2025 strategic plan to their managers and teams. I managed its production. In particular, I suggested a quiz to encourage participation in remote meetings, as well as a one-page summary. The first version included a full meeting script. At executive leadership's request, we refocused the kit on the essentials: the annotated plan, the videos and the one-page summary. It was sent out in early December.
What it produced
The head of the Americas and Asia-Pacific region forwarded the kit to the region's internal communications lead. That team came back to us with specific questions: which audience to present it to, in what format, and where to make it available. I answered each one, and a follow-up call was then used to prepare its roll-out in the region.