By Roland Bägén, Head of Europe Communications, Tata Consultancy Services (TCS)

Working in communications across Europe’s diverse markets, you quickly learn that there is no such thing as a “one-size-fits-all” message. In the technology sector especially, the complexity is amplified: innovation cycles move fast, regulatory frameworks vary widely, and cultural nuances shape how messages are received.

The challenge is ensuring that a brand’s global narrative resonates authentically in each local context. That means balancing the clarity and consistency of a global story with the flexibility to adapt to local contexts, whether this be through topic priorities, language, choice of spokesperson, or framing. The tension lies in maintaining coherence without becoming rigid, and in avoiding the trap of fragmenting the brand voice so much that it loses its recognisability.

One of the most important parts of achieving global cohesion in a brand’s narrative is aligning internal and external messaging. It can easily happen that internal and external communications differ, creating a disjointed experience for stakeholders. This can be even more prevalent in companies working across multiple countries, languages, and cultures.

Then there’s the complexity of multi-channel, multi-stakeholder engagement. This applies to how we manage complex environments internally, as well as external communications where we are not just speaking to customers, but also engaging with policymakers, industry groups, partners, media, and analysts. Each group has its own expectations, preferred channels, and definitions of value. Managing this ecosystem requires not just agility, but a clear framework for decision-making and prioritisation.

Solving these challenges is not easy, but I have five principles that have served me well over the years:

  1. Have a Message Architecture
    A centralised messaging framework is essential. This isn’t about creating a rigid script, but about defining the key pillars, language, and tone that underpin all communications. The framework should cascade from executive leadership to every department, so that whether you’re speaking to a journalist in Germany or a policymaker in Brussels, the core story is recognisable.
  2. Build Internal Feedback Loops
    Establish regular, structured channels for feedback between leaders and communications teams, so that leaders are given a clear opportunity to voice their perspectives while maintaining a clear flow forward. This helps to prevent bottlenecks while also building trust as stakeholders see their input reflected in communications outcomes.
  3. Engage Leaders as Communicators
    Leaders are powerful channels. Involving them as active communicators, not just figureheads, helps to reinforce alignment from the top down. When leaders can articulate the brand story in their own authentic voice, it signals to employees and external audiences alike that the message is lived at all levels.
  4. Segment Your Audiences Thoughtfully
    It’s tempting to think of your audience as a single entity, but the reality is far more granular. Mapping key stakeholders and understanding their priorities, challenges, and preferred platforms allow for targeted, relevant engagement across channels and geographies.
  5. Create a Centralised Content Hub
    One of the simplest yet most effective tools is a shared repository where communicators across the organisation can access approved messaging, assets, and templates. This reduces duplication, ensures brand coherence, and empowers local teams to move quickly while staying aligned.

Taken together, these practices create a balance between global unity and local relevance. They also help to bridge the gap between internal and external narratives, ensuring that what we say to our people matches what we say to the world.

To peers working in European communications, my advice is: embrace the complexity rather than fight it. The richness of perspectives, languages, and priorities across the continent means we have the opportunity to craft stories that are more nuanced, and ultimately more impactful.

As communicators, we have a unique role in shaping how organisations are understood and trusted across different groups of stakeholders. In a time when technology is transforming industries and expectations alike, our ability to localise narratives while maintaining a consistent brand voice is more important than ever.