Communication in Large-Scale Launches: An India Perspective

10 April 2025 Reading Time: 4 minutes

by Minal Chaterjjee:

Large markets like India present unique challenges and opportunities for communicators, especially when leading large-scale expansions. A recent capability center launch we managed in a dynamic business environment reinforced that such initiatives are more than operational exercises, they are strategic endeavors in:

#1: Alignment,

#2: Perception management, and

#3: Behavioral influence.

Several multinational companies operate in complex ecosystems, where communication agility and action determine the success of these high-stakes initiatives. Here are key considerations when leading such expansion efforts.

#1: Alignment in Action

People Are Central to Expansion. Launching a new facility involves a diverse set of stakeholders: Business leaders, Government entities, Employees, Global teams, and External partners.

Each has distinct priorities. Without a well-structured communication approach, misalignment among these groups can lead to delays, regulatory roadblocks, or internal resistance. So, how does a communicator effectively navigate this landscape?

In one of the largest offshore facility expansions we managed, over 50 stakeholders played a direct role in shaping the narrative. A structured engagement model ensured leadership alignment, and confidence among regulators. Frequent touchpoints, clear messaging, and a transparent feedback loop minimized last-minute obstacles and built collective momentum.

Aligning Global and Local Stakeholders. Balancing global business expectations with local market realities is a delicate but essential aspect of launching new capability units. While global teams focus on scalability and efficiency, local teams navigate regulatory landscapes, cultural nuances, and workforce dynamics. Bridging this gap requires strategic diplomacy and nuanced messaging.

In my experience, global leadership generally prioritizes speed and cost efficiencies, while local teams focus on compliance and cultural integration. By facilitating structured engagement forums, a communication leader can align both perspectives. The key is fostering collaboration through shared goals and co-creating success metrics rather than merely communicating expectations.

Leveraging External Partnerships. No large-scale expansion happens in isolation. Whether it’s launching a new initiative, entering a market, or driving a transformation, success depends on a network of partners including agencies, consultants, vendors, and even local government bodies. However, managing these partnerships is often easier said than done.

Misaligned expectations, inconsistent quality, and brand dilution are just a few of the challenges that can arise when multiple stakeholders are involved. Without clear ownership, creative outputs can become fragmented, messaging can lose its impact, and timelines can spiral out of control. So, how can communicators navigate this complexity effectively?

A structured approach makes all the difference. Defining accountability frameworks upfront ensures clarity on roles and responsibilities. Robust quality control measures help maintain consistency, while ongoing collaboration fosters agility. These principles were put to the test in a recent project where we coordinated multiple agency partners to develop over 80 creative assets—from digital campaigns to leadership videos and internal branding materials. By streamlining processes and reinforcing brand consistency, we executed a high-impact launch without losing focus or momentum.

#2: Perception Management Unlocked

Shaping Positive Perceptions. The perception of a new capability unit is just as important as its operational efficiency. Internally, it may serve as a talent and innovation hub; externally, it must be positioned as a strategic pillar of the organization’s global growth.

For one such launch, we developed a positioning strategy that framed the facility as a center of excellence rather than a cost-driven offshore unit. This distinction was crucial in attracting top talent and securing leadership endorsement. A combination of thought leadership and digital storytelling ensured that the message resonated across geographies and business units.

Building a Talent Magnet. Attracting and retaining the right professionals requires a compelling employer value proposition (EVP). Traditional recruitment marketing alone is insufficient; a strong employer brand narrative must be woven into the broader communication strategy.

For one such ambitious offshore expansion, it needed to hire over a thousand professionals over two to three years. Rather than relying solely on recruitment campaigns, we built a compelling employer brand story that positioned the organization as a hub for cutting-edge innovation. Through digital content, media engagement, and targeted outreach, we saw a surge in high-quality applications and a strengthened reputation within the industry.

Sustaining Momentum Beyond the Launch. A common mistake in expansion projects is treating the launch as the finish line. In reality, the perception challenge begins once the doors open. Maintaining engagement, integrating new hires, and embedding the center into the organization’s culture are few of them.

Sustaining momentum requires a long-term internal communication strategy. A structured 12-month post-launch engagement plan can keep employees connected to the company’s vision. Leadership touchpoints, continuous learning initiatives, and internal storytelling can help integrate the new facility seamlessly into the larger corporate ecosystem.

#3: Behavior Influence at Work

For any expansion to succeed, employees must do more than just understand the change, they must internalize and adopt new behaviors that align with organizational goals. However, behavioral change doesn’t happen automatically. According to organizational psychology, people are more likely to shift their habits when they perceive change as relevant, feel psychologically safe to experiment, and see reinforcement from leadership and peers.

To facilitate this, communicators can design targeted interventions that address both cognitive and emotional aspects of change:

Leadership Immersion Programs: Leaders play a critical role in shaping workplace culture. By conducting interactive town halls and small-group discussions, senior leaders can reinforce strategic priorities while modeling desired behaviors.

Peer Advocacy Networks: People are more likely to adopt new behaviors when they see colleagues doing the same. Identify and train cultural ambassadors within teams to act as change agents. This ensures that behavioral shifts are reinforced through social proof.

Microlearning Campaigns: Research on habit formation suggests that repeated, small exposures to new concepts are more effective than one-time training. Try introducing bite-sized learning content delivered through internal digital platforms.

Recognition & Reward Systems: Positive reinforcement is a powerful driver of behavior. In one of the recent change management initiatives, employees who demonstrate key behaviors such as collaboration, innovation, or customer-centricity were publicly recognized through internal spotlights and reward programs, resulting in intrinsic and extrinsic motivation.

By embedding these behavioral principles into our change management strategy, we can ensure that employees not only understand the transformation but actively embrace it, making new ways of working a natural part of the organization’s culture.

Final Thoughts

Launching a capability center is more than an infrastructure milestone, it is a transformative event that shapes an organization’s future. For communication professionals, these projects offer a unique opportunity to drive strategic influence, build culture, and strengthen business impact. By mastering stakeholder alignment, crafting compelling narratives, and embedding long-term engagement strategies, communicators do not just support change—they lead it.

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Minal Chaterjjee is an India-based internal communication strategist, and certified Neuro Linguistic Practitioner. Over the last two decades, she has tackled communication challenges, made teams more agile, and delivered outstanding results transforming communication strategies into impactful actions.

Through her consulting work, she partners with multinational organizations across industries—including FMCG, Manufacturing and Healthcare—to foster connected, engaged, and motivated workplaces. Problem-solving for leaders is her superpower, and communication is her strategic tool of choice. As a student of human behavior, she brings deep understanding of people into solutions, crafting communication that inspires action.

Written by: Editor