This document provides a process flow for implementing a plan across markets, cultures and companies. It includes a process as well as templates which can be customized to your individual needs. Behavioral economics interventions are integrated throughout to increase compliance. Nudges are behavioral economics practices at the subconscious level which can have significant effects on people’s actions.

1. January 2016

2. BACKGROUND
This document provides a process flow for implementing a plan across
markets, cultures and companies. It includes a process as well as templates
which can be customized to your individual needs.
Behavioral economics interventions are integrated throughout to increase
compliance. Nudges are behavioral economics practices at the subconscious
level which can have significant effects on people’s actions.

3. APPROACH
When implementing a plan across multiple people, locations and cultures, three
aspects must be prioritized
1. Communicate clearly: Instructions and expectations must be given in
relevant language and format
2. Adapt to Cultures: Understand local customs and business practices
3. Nudge: Use the learning from behavioral economics to motivate action

4. PROCESS FLOW
NudgeMilestone task

5. BUY IN FROM KEY STAKEHOLDERS CAN MAKE THE
DIFFERENCE BETWEEN SUCCESS AND FAILURE
• When executing a plan across multiple markets, local supporters can play
important roles of endorsement or helping to adapt the task to relevant
language or navigating the landscape
• Individual contact is needed before general group communication
• Buy in is especially important for projects which require change to existing
processes/structure or monetary transactions
Network Power

6. FUELING PROJECT MANAGEMENT WITH BEHAVIORAL
ECONOMICS TO INFLUENCE COMPLIANCE
BRIEF:
In the brief, include background,
objectives, responsibilities and
due dates
SIMPLIFY
RESPONSIBILITIES:
For multiple step projects,
include a timeline with roles and
responsibilities. Provide
customized templates to be filled.
FRAME REWARDS:
Demonstrate culturally relevant
benefits of project
COMMITMENT DEVICE:
To account for cultural
differences, communication and
confirmation should be done by
speaking to everyone and email
SOCIAL NORM LANGUAGE:
Maximize response through
smart wording of
communication
COMMUNICATION:
Use technology for ongoing
communication.

7. TIMELINE TEMPLATE PROVIDES EASY REFERENCE
OF ONGOING DELIVERABLES
Task Responsible Partner 18 25 1 8 15 22 29 6 13 20 27 3 10 17 24 31
Finalize Structure ME UK/US
Input data All
Analyze data JP RU
Present initial findings JP/RU
Develop local recommendations All
Refine recommendations All
Present to leadership ME
ME: Anthony FR: Jacques
UK: Hamish RU: Natalia
US: Harris JP: Hikari
SP: Catarina NO: Hanna
MAY JUNE AUGUSTJULY
Simplify responsibilities

8. DESIGN SOLUTION IN TERMS OF MAXIMUM BENEFIT
Culture Motivation Strategy
Middle East Relationship based Secure local partnerships
Western Europe and US Profit Show monetary benefit quantitatively
Asia Community Show societal benefit quantitatively
Africa Personal Demonstrate benefit to personal cause qualitatively
Examples of navigating local business practices
Frame Rewards

9. WORD EMAILS TO HAVE SOCIAL NORMS WORK
IN YOUR FAVOR
Instead of:
Please confirm that you are sending your part
tomorrow. I’ve only heard from 2 people so
far.
Consider:
Thank you to everyone who has sent in their
response, I look forward to receiving the rest
tomorrow.
Commitment Device Normative Messages

10. SET UP ONGOING COMMUNICATION
TO KEEP THE TEAM ON TRACK
• Unites the group and allows for
quick resolution of questions
• Hub of communication can be
through internal social network or
messaging app like Whatsapp
Global Project
Have all suppliers
agreed to participate?
Great news! We’ll draft
the contracts
Yes! We’re all set in
Spain
Consistent communication

11. TURN SUPPLIERS INTO PARTNERS
• For ongoing projects, suppliers can add
unique value with their position of being one
step closer to the end consumer
• Form a partnership with mutual benefits that
can include shared success, longer term
commitment or exclusive access
• With high quality suppliers, provide them
with the mandatory parameters and work
with them on innovative solutions

12. BUILD IN TIME FOR DRAFTS AND REVISIONS
• Set up time to discuss inputs from each team when they are delivered
• Be able to adapt to local circumstances while still delivering on all key aspects
of the project
• Provide feedback verbally and follow up with email
• Unforeseen circumstances almost always arise when managing a project
across multiple locations and cultures

13. FINAL DELIVERY
• Receive final delivery
• If all participants are not able to be present for
delivery, be sure to give credit to them
• Build relationships for ongoing support and
future projects
• Once aligned, create a playbook that can be
used by all markets to educate clients about
the new project in a consistent manner