The challenge becomes even greater if the company is also operating a number of offshore subsidiaries. The dispersion of operations requires special initiatives to ensure that there are suitable lines of communication, between headquarters and subsidiaries, as well as between the company and its customers around the world.

Using technology as a tool for international business innovation

What is more, communication has to be sensitive to and accommodate cultural differences that can have a significant bearing on what is important and what needs to be improved

Thus the first priority for the innovating international business is to set up stable and effective linkages between different parts of the organization, and this includes linkages between different functional units as well as geographical locations.

This has become easier today with the proliferation of communication technology that supports e-mail, teleconferences, video conferences and net meetings.

Such technology needs to be used, however. This means that there should be a variety of formal and informal channels through which new ideas can be heard and incorporated into the company’s operations or planning.

Formal channels might include regular meetings, workshops or retreats that are specifically focused on reviewing progress, identifying problem areas and brainstorming solutions. Teleconferences or video conferences can be used to support weekly or monthly meetings and thereby minimize the time and expense of executive travel between different company locations.

Innovating your international business requires face-to-face meetings too

On the other hand, it is also a good idea to organize a face-to-face meeting at least once a year so that managers can develop a personal rapport with each other that can support more open and useful exchanges of opinion.

Some of these sessions will probably take the form of regular reviews or planning meetings, but others should be devoted specifically to brainstorming.

One cardinal rule in brainstorming is that there are generally no rules about what can be put on the table (subject, of course, to civility and social propriety).

To get people thinking outside the box, all ideas should be given some consideration.

It is also important that senior managers do not stifle creativity at this stage: employees should be free to propose anything, however unlikely and discuss it thoroughly. Even if an idea seems completely bizarre, it may get others to think “outside the box,” which is precisely how the most transformative innovations arise.

The other basic rule is that all meetings should end with next steps or action items assigned to participants. This is because at all times, participants should be forced to think about how to move from their initial creativity to implementation; as emphasized already, it is creativity plus implementation that is the foundation for innovation.

Informal channels for gathering ideas can include e-mail, and discussion areas on company websites. They can also include talking at the water cooler or at social gatherings.

Many innovative international businesses actually set up common areas where employees can meet to relax, play games and chat. The psychology behind this is that when people are relaxed and together, they are more likely to think creatively about what they do.

Whatever the method, managers should create opportunities for staff to interact with each other.

It is only through bringing together ideas and opinions that opportunities for innovation can be identified.

Ultimately, innovation arises from a combination of serendipity and structure. Managers have to allow their employees the freedom to be creative, no matter how outrageous.

On the other hand, they also need to maintain a structure that can test and validate ideas prior to determining whether or not to implement them.

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1. Maybe tomorrow?

It is perfectly normal in Latin America to schedule a meeting 2 or 3 days in advance, if not less. Some companies and individuals might be more organised, but in general meetings scheduled a month or more in advance are very rare at all levels (unlike the UK). Meetings are changed and cancelled, just like anywhere else in the world, but in general, you will get some notice. I have been positively surprised since coming back to Latin America at the level of professionalism of those working in international trade – and punctuality has been a very nice surprise – although there still are some (exasperating) exceptions.

2. Confirm, confirm, confirm

The problem with my first point is that you will probably need to make travel arrangements and have a diary of visits more or less fixed in order to maximise the benefits of your trip. That’s ok.

Do feel free to schedule meetings in advance but, please, confirm them often and even the day before.

Emphasise just how important the meeting is to you and that you need to make sure that the person is available on time to see you. This is better done by someone local, who can probably suss out the likeliness of the meeting going ahead just by the tone of voice of the secretary/other person, and who can probably be firmer and stress the importance of the meeting. And phone is best.

3. Get the map out

When you schedule a meeting, make sure you know who you are meeting, where and when. Sounds basic? I’ve seen many a mistake due to not checking basic details. Try to get the other part to send you a map and directions or to explain the best way of getting there, rather than spending hours on Google maps and a transport map/timetable online that is probably inaccurate anyway. Remember that distances in large cities can be vast – it can easily take you an hour or two (or a lot more) to cross a city like Mexico DF, Sao Paulo or Buenos Aires.

4. Agenda

What a topic! After 13 years in the UK, I’ve learnt to love meeting agendas. But they rarely work here in Latin America. Sitting down at a meeting and taking out your agenda and going through what you want to cover might come across as rushed and rude. Take time to build relationships. Your business in Latin America will depend more on those relationships than on any agenda.

I personally go with one or two points in my head to a meeting that I want covered and I don’t tend to make them explicit.

Again, it depends on who you are meeting, but allow some flexibility and allow for personal conversation (you will be asked about your family, football team, etc, at some point – I personally tend to be asked my age, marital status and number of children within 5 minutes! Read my blog on women and business meetings.

5. What next?

“Closing a meeting” takes a long time in Latin America (involving hugs, pats on the back, kisses, laughter, jokes…) and, again, rushing to sum up all actions and resolutions might not be the right thing to do. If you leave too early, believe me, you’ll miss out. Wait and see what everyone else does… I tend to use the excuse of “not being from there” or “having been in the UK too long” to clarify these points – humour works! And don’t assume that the actions will be performed and everything said will be acted upon. Following up is key and perseverance is critical. I personally try to put some clear timescales because “mañana” (tomorrow), “ahora” (now) and “pronto” (soon) can mean very different things for different people in different countries.

If you’re planning a meeting, remember that Latin Americans are very sociable and face-to-face meetings are important to us – do value them beyond any agenda. The first meetings are likely to be more about learning about each other than about closing any deals. But you will move on from there and, as the relationships become stronger, you might get more quickly down-to-business. Mañana, maybe…

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