Last month we sat down with leaders across Piedmont Global to get their take on the year ahead. With markets shifting, buyer expectations rising, and Strategic Globalization becoming an operating mandate, we asked “What will organizations need to navigate 2026 with clarity and confidence?”
Their answers covered everything from language operations and cross-cultural storytelling to product design, GTM strategy, and what buyers now expect from Strategic Globalization partners.
Mohamed Hussein, Founder & CEO
How do you see Strategic Globalization evolving as a category, and what capabilities will organizations need to build if they want to stay competitive on a global stage?
I see Strategic Globalization as a newly emerging category, driven by a fundamentally changed market. Buyer behavior has shifted. Technology has accelerated. Definitions of accessibility, success, and performance have evolved. At the same time, organizations operate in increasingly complex, fragmented, and cross-cultural environments. The traditional, tactical ways of addressing these challenges are no longer sufficient.
At its core, Strategic Globalization exists to make cross-cultural operations easier, smarter, and more human. It is not about reducing complexity, but about navigating it more effectively. Strategic Globalization Organizations (SGOs) are the ones willing to swim upstream by reducing friction across language, culture, data, operations, and decision-making. At the same time, they challenge customers to address downstream issues earlier in the process, before they compound, become more expensive, or limit strategic options.
This category emerged in response to a clear gap in the marketplace. Most organizations still approach cross-cultural challenges through siloed, fractured solutions. Language lives in one place. Data lives in another. Cultural insight, market intelligence, accessibility, and operations are handled independently. SGOs take a fundamentally different approach by bringing these capabilities together to address problems at the intersection of growth, intelligence, operations, and impact.
To remain competitive, organizations will need capabilities that help their customers grow in both domestic and international markets, across borders and cultures. That includes assisting customers in engaging more deeply with their audiences, retaining them, increasing satisfaction and trust, and driving repeat engagement. It means helping them score better, perform better, and return again and again because the experience is coherent, contextual, and human.
Equally important is the ability to help customers make smarter decisions. This requires more than collecting data. It requires interpreting data to inform action: where to spend money, how to ensure safety, how to engage across borders, how to build relationships, and how to allocate both offensive and defensive resources. SGOs that build these capabilities, particularly in cross-cultural contexts, will be positioned to lead.
Education plays a critical role as well. Not every client has visibility into their full ecosystem. Many see only parts of the problem. SGOs must study their clients deeply, understand their pain points, and help connect the dots. Information alone is no longer enough. The information layer has become commoditized. Differentiation now happens at the application layer, where insights are translated into integrated, actionable solutions.
This evolution mirrors how other modern categories developed. Cloud computing evolved from infrastructure into platforms and ecosystems. SaaS moved from point solutions to operating systems. Fintech, martech, and DevOps followed similar paths, shifting from tools to integrated capabilities that reshaped how organizations operate. Strategic Globalization will follow a similar trajectory, evolving from discrete services into an operating model for cross-cultural execution.
Some applications will deliver immediate results. Others will take months or quarters, and in some cases, years. Like any new category, it will be proven through iteration, investment, pivots, and outcomes. But the leading indicators will be there.
Ultimately, Strategic Globalization will evolve alongside the organizations that embrace it. Every client has unique needs and challenges, but they also share universal goals. The organizations that succeed will be those that move beyond singular solutions and adopt coordinated, multi-dimensional approaches to solving complex global problems.
Strategic Globalization is not about offering more services. It is about creating a better, more human way to operate, compete, and grow in an interconnected world.
Connect with Mohamed on LinkedIn –>
Ken Anders, VP of Language Operations
Looking to 2026, how should organizations evolve their language strategy and cultural fluency capabilities to stay ahead in cross-cultural operations?
Looking ahead to 2026, organizations really need to rethink what “language strategy” actually means. For the last couple of decades, we’ve treated language as a transactional function, translate the thing, localize the thing, interpret the thing. But the world we’re operating in now is far more complex. Global audiences expect cultural fluency, not just linguistic accuracy. And teams expect language to be embedded into the workflow, not just bolted on.
What I’m seeing and what I think will separate leaders in the industry is a shift from traditional localization to true language operations, where language data and cultural intelligence sit at the center of how an organization communicates. A few things we need to evolve:
First, orchestration over output.
With AI advancing as fast as it is, most companies don’t actually have a translation problem anymore. They have a governance problem. They’re generating more multilingual content than they can control. So the winners will be the ones who can orchestrate people, technology, workflows and data in a way that’s consistent to secure and scalable.
Second, cultural fluency has to be treated as a business competency.
It’s no longer enough to say we translated it so we’re good. Customers can feel when something wasn’t written with them in mind and with AI generating so much content, context and cultural intention matter even more, organizations will need playbooks, cultural intelligence, frameworks and teams that understand not just what’s being said, but how it lands.
Third, I think we’re going to see a much more intentional use of language data.
20 years ago, we talked about translation memories and tools like a two-handset phone. Today, it’s language data sets, linguistic analytics and training signals for in house models. Language data is becoming a strategic asset, and companies who learn how to capture it, enrich it and operationalize it, are going to pull ahead.
And finally, I’d say this, in 2026 agility wins. You’re not building a language strategy for the next five years. You’re building one that can respond in real time to cultural moments, geopolitical shifts and rapid changes in customer behavior that requires flexible architectures, integrated platforms, and a mindset that sees language not as a cost center but as a growth engine.
So for me, the future is clear. The organizations that stay ahead won’t just speak the right languages, they’ll understand the cultures behind them, and they’ll build systems that let them adapt.
Connect with Ken on LinkedIn –>
Clare Schmitt, VP Marketing & Communications
How is the demand for culturally resonant, globally consistent storytelling changing, and what does that mean for how organizations communicate in 2026?
How demand is changing:
1. Audiences are more identity and context-led than ever
People don’t just want relevance by country; they want relevance by community, lived experience, language, and moment. That’s why brands building cultural capital are outperforming. Kantar’s BrandZ work shows that “culturally vibrant” brands grow far faster than those that don’t meaningfully connect with culture. Nielsen’s recent inclusion research makes the same point from a different angle: representation, accessibility, and cultural understanding are no longer “nice-to-haves”; they’re directly tied to engagement, effectiveness, and trust. Audiences now expect brands to meet them where they are:
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- in their language
- with an understanding of accessibility needs
- with respect for cultural nuance and power dynamics
- with content that reflects how they actually experience the world
That expectation applies just as much to a global campaign as it does to communications in a brand’s own backyard.
2. Trust is the gating factor, and is increasingly peer-driven
In a crowded, noisy environment, audiences are sorting the “real” from the “performative.” Edelman’s Brand Trust reporting shows how expectations have become deeply personal and situational, and that people are trusting peers and creators with lived experience more than brand messages. That shift doesn’t mean brands are irrelevant. It means storytelling is moving from something you simply publish to something you earn. Credibility now comes from proximity, proof, and consistency over time, not volume or polish.
3. AI is raising the bar for both authenticity and consistency
When content is abundant, cheap, and easily replicated, “more content” stops being an advantage. Public comfort with AI is mixed and cautious, and people want more control and transparency. According to the Pew Research Center’s findings this year, experts are far more positive about AI than the general public. This means now more than ever, content is less about generating at scale, and more about being trustworthy at scale: what’s true, what’s verified, what’s on-brand, what’s locally appropriate, and what’s human.
What this means for 2026 communications
1. Build a global spine and local soul, aka Cultural Fluency.
Your global spine is the non-negotiables: narrative, values, voice, proof points, visual/brand codes, and your core “ways of showing up.” Your local soul is how those get expressed with cultural fluency: language choices, examples, messengers, and moments that land with the audience.
Consistency still matters. Research from WARC continues to show that brands that maintain consistent messaging over time grow faster. The difference in 2026 is that consistency without cultural understanding reads as disconnection, at a time when consumers are craving connection more than ever.
2. Treat storytelling like an operating system, not a campaign
In 2026, the winners won’t come from better launches; they’ll come from better systems:
- clear message architecture (what stays consistent vs. what adapts)
- decision frameworks that enable smart judgment, not endless approval loops
- culturally fluent owners who understand their audiences deeply and can adapt responsibly rather than acting as surface-level reviewers
- structured ways to capture insight from the field (what resonated, what didn’t, what shifted) and feed it back into the narrative
This gives people close to the audience the clarity and authority to communicate effectively, whether the audience is a Deaf or Hard-of-Hearing customer, a business owner in Nairobi, or a patient in a Minnesota community health clinic.
Trust is built with receipts: lived proof, customer outcomes, community partnerships, employees who can speak credibly, and creators or third parties who already have trust. Personalized experiences are still expected, but the standard has shifted. Relevant now means “useful, respectful, and transparent,” grounded in first-party relationships and trust-building design; an emphasis Deloitte continues to highlight in its marketing trends work.
3. Plan for narrative stress tests.
In 2026, I don’t expect geopolitics, misinformation, and social volatility to slow down. Comms teams need a proactive practice of stress-testing: How does this story land in different contexts? What could be misread? What proof do we have? Who is the right messenger for this moment?
P.S. Some of us comms peeps have been asking these questions for years, but it’s nice to see the rest of the world is catching up!
Connect with Clare on LinkedIn –>
Gilberto Segura, VP of Technology
Where do you see the biggest technological obstacles or enablers that determine whether an organization can scale effectively across borders?
“Scaling isn’t a passive byproduct of growth, but an active result of how much you care about the local experience.”
The Core Philosophy: You Get What You Put Into It
At its heart, strategic globalization is a mirror: you get exactly what you put into it. The biggest obstacle to scaling isn’t a lack of tools; it’s the underlying limitation of “appreciation” functions within a business. If an organization treats a new region as a “black box” to be solved with a one-size-fits-all technical solution, the result will be a tone-deaf experience that fails to resonate.
AI and other rapid-rise tools create a false sense of efficiency; speed without direction is a bug splat on the windshield.
1. The Obstacle: The Monolith and the Black Box
The primary barrier to cross-border success is technical and strategic rigidity. New markets require flexibility and adaptability.
- The Monolith: When your tech stack is a rigid monolith, you can’t adapt to local nuances without breaking the global core.
- The Black Box: Relying on “out-of-the-box” solutions that promise scale without local telemetry is a recipe for failure. If you are tone-deaf to a culture, you won’t even know you’re failing until the market share drops. You cannot automate empathy or connection.
2. The Enabler: Multi-Dimensional Telemetry
To scale effectively, you need to move beyond simplistic metrics and look at human-level outcomes. You need a technical architecture flexible enough to ingest and act upon a variety of signals. We determine what “good” looks like by isolating and validating signals quickly:
- LQA (Linguistic Quality Assurance) & AQI (Automated Quality Index): Does it sound like us? Does it sound local?
- A/B Testing & CTR (Click-Through Rates): Are the local users actually engaging, or are they just “bouncing” due to cultural friction? [example: mobile payments are 90% of a region’s e-commerce, you are still asking for credit cards]
- Sentiment & UX Results: Is the “appreciation” there? Are we solving the problem in a way that feels native to the region?
3. The Strategy: Agile Adaptation
The goal is to avoid the “one size fits all” trap. Sometimes “showing up” (speed to market) is the priority; other times, being the “best in class” is the only way to survive.
A robust scaling methodology requires flexible tooling that allows you to shift resources between these variables as the market dictates. By isolating these signals and iterating on them, you transform globalization from a guessing game into a managed, robust process.
Final Thought: You can’t just spend more on “Growth” and ignore “Experience.” Scaling is the process of determining which signals matter in which market and having the technical agility to respond to them in real-time. You need to see where you are going; the answer is not to go slower, it is to go accurately.
Connect with Gil in LinkedIn –>
Sarah Hamilton, VP of Human Resources
How should organizations evolve their talent, leadership, and cross-cultural workforce strategies to stay globally ready in 2026? What skills will be most critical in 2026?
Global readiness in 2026 is a function of building leaders, teams, and operating models that can interpret difference, respond to nuance, and move with speed across culture, regulation, and expectation. The organizations that will thrive understand that globalization is a people strategy before it is a market strategy.
Over the next 24 months, three shifts will separate the companies who scale confidently from those who stall:
First, talent strategy has to move from “labor arbitrage” to “capability architecture.” You need workforces that are culturally fluent, operationally literate, and empowered to execute by adding value not fulfilling requirements. That means building internal pipelines of expertise, leadership readiness tracks, and development frameworks that are aligned to strategy. Organizations can no longer rely on job titles and tenure as proxies for readiness. They will need people who can translate strategy into execution, navigate regulatory and cultural friction, and make decisions that withstand scrutiny across high-stakes environments (healthcare, education, public sector, enterprise compliance, etc.). The winners build competency models, and leadership pathways that create predictable performance at scale.
Second, leaders will need a very different skill profile. The most valuable executive in 2026 can understand regulatory exposure, cultural communication risk, and operational challenges within our client industries. Skills like cross cultural communication, data-driven decision-making, change leadership, and automation empowered workforce planning will sit alongside financial and operational acumen as core competencies.
Third, people strategy must become an operating discipline. Governance, performance enablement, compliance, and employee experience look different in our talent to exceed the needs of our diverse client base. HR is architected for providing speed, implementing talent strategy, and upholding credibility inside the workforce.
The critical skillsets in 2026 will reflect this convergence:
- Cross-cultural fluency and communication intelligence
- Digital competency and AI augmentation
- Data-driven talent and performance governance
- Change and transformation leadership
- Psychological safety across cultural contexts
Global readiness is a workforce strategy, a leadership mandate, and a business capability.
Connect with Sara on LinkedIn –>
Saba Dovlatabadi, VP of Product & GTM Strategy
Product: Designing for Global Variance Without Fragmentation
- Core-and-module architecture
Products should be built around a stable global core that preserves the value proposition, security posture, and performance guarantees, with intentionally configurable layers that absorb regulatory rules, cultural norms, accessibility requirements, and delivery constraints by market. This allows organizations to scale globally without proliferating bespoke versions or slowing innovation. - Regulatory-embedded design
Compliance must be integrated directly into product roadmaps rather than treated as a downstream checkpoint. By aligning feature development, auditability, and evidence generation with regulatory timelines, organizations convert compliance readiness into faster procurement cycles and greater institutional trust. - Data, AI, and sovereignty engineering
Products should assume persistent fragmentation in data and AI governance and be architected with region-aware data flows, localized model controls, and transparent governance mechanisms. This ensures market eligibility and credibility in environments where data handling is inseparable from political and regulatory legitimacy.
Go-to-Market: Earning Trust and Adoption Across Divergent Contexts
- Micro-segmented GTM models
Organizations should operate a portfolio of market-specific GTM motions under a unified strategic narrative. While the core value story remains consistent, buying triggers, proof points, and risk mitigations are localized to reflect how decisions are actually made in each market. - Trust as a localized commercial feature
GTM strategy must explicitly address what makes a product feel safe and legitimate in each jurisdiction. Jurisdiction-specific assurances such as auditability, explainability, accessibility, and human oversight become decisive conversion drivers, particularly in regulated and public-sector-adjacent markets. - Partnerships as market access infrastructure
Local partners should be selected for regulatory adjacency, cultural legitimacy, and execution speed, not just reach. The right partnerships compress time-to-market by navigating procurement norms, certifications, and institutional trust barriers that cannot be shortcut externally. - Localized pricing and packaging
Willingness-to-pay, compliance cost, and delivery complexity vary structurally across markets, and pricing must reflect these realities. Aligning local economics with a consistent global value metric protects margin while enabling sustainable expansion. - Integrated operating model
Product, legal, risk, sales, and customer success must operate as a coordinated system rather than sequential handoffs. Each market entry should strengthen the organization’s global-to-local translation engine, creating a compounding advantage in future expansions.
This structure keeps the complexity contained while making the strategic logic explicit, allowing leaders to see clearly where design decisions end and market execution begins.
Connect with Saba on LinkedIn –>
Mary Grothe, Chief Revenue Officer
What shifts are you seeing in how buyers evaluate Strategic Globalization partners, and what will partners/vendors need to do differently in 2026 to build credibility and win trust?
Buyers are no longer evaluating Strategic Globalization partners on capability claims alone. They are evaluating them on operational proof, business impact, and relevance to their real-world environment.
One of the most important shifts I am seeing is how organizations define “global.” For many buyers, globalization is not about expanding across borders. It already exists inside their organization. This is especially true in education, healthcare, and manufacturing, where leaders must serve globally diverse populations every day. Students, patients, and workers may be local, but their languages, cultures, and communication needs are global. Buyers are looking for partners who understand that Strategic Globalization is often an internal mandate, not an international one.
In healthcare and education, credibility depends on a partner’s ability to support interpretation, translation, and culturally fluent communication that directly impacts access, equity, safety, and outcomes. In manufacturing, the stakes are equally high. A large portion of the workforce may be limited English proficient, with diverse cultural and linguistic backgrounds. Buyers need partners who ensure that every word is not only translated, but truly understood, in order to meet regulatory requirements, OSHA compliance, production standards, and workplace safety expectations.
At the same time, we continue to serve organizations for whom globalization is very much about crossing borders. These buyers are expanding into new markets, operating multinational teams, managing global supply chains, or delivering services across regions with differing regulatory, linguistic, and cultural requirements. For them, Strategic Globalization partners are evaluated on their ability to enable speed to market, maintain compliance across jurisdictions, support multilingual customer and employee experiences, and scale reliably without sacrificing quality. Credibility in this context comes from demonstrated experience navigating complexity across countries, not just theoretical global coverage.
Beyond how globalization is defined, buyers are evaluating partners differently in three key ways.
First, global reach is no longer a differentiator. Execution certainty is. Buyers assume coverage exists. What they now demand is proof of how that coverage performs under pressure, including speed, accuracy, compliance, quality control, and escalation. Partners must show real operating models, governance structures, and delivery frameworks that stand up in regulated, high-risk environments.
Second, buyers are prioritizing business outcomes over services. Procurement and business leaders are more aligned than ever. Vendors are expected to demonstrate how Strategic Globalization protects revenue, reduces risk, improves customer and employee experience, and accelerates speed to market. Partners who cannot clearly articulate the business consequences of communication failure will struggle to earn trust.
Third, vertical fluency and integration maturity matter more than scale. Buyers are fatigued by generic solutions. They want partners who understand the operational realities of their industry and who can integrate seamlessly into existing systems, workflows, and vendor ecosystems. The most trusted partners operate as an extension of the organization, not as a disconnected service provider.
In 2026, partners will need to lead with transparency, evidence, and accountability. Credibility will come from clearly showing how services are delivered, where success has already been achieved, and how outcomes will be measured. Strategic Globalization is no longer aspirational. It is operational. Buyers will choose partners who can prove they are built to support both the global realities inside their organizations and the complexity of operating across borders.
Connect with Mary on LinkedIn –>
Brooke Smith, Director of Proposals and Growth Solutions
How are global readiness requirements — from language access to cultural competence to compliance — showing up in RFPs, and what will vendors need to demonstrate to stay competitive in 2026?
The definition of “global” is shifting connotation, from a physical world-wide framing, to one that is having a global community right where we live. Clients across the board are realizing that merely translating words from one language into another often isn’t sufficient, and as such, are requiring a variety of additional answers including proof of:
- hiring people who live in the communities they serve,
- ensuring and/or verifying our personnel’s abilities to essentially localize information (which means applying the concepts of cultural competence and fluency in addition to language).
- continuing education opportunities, advanced degrees and multiple-years-of-experience
If we as vendors are only hiring people, or using platforms, that largely translate verbatim with only minimal context or expertise, therefore leaving out the human element, we will let our communities and clients down and ultimately marginalize the very communities we strive to support.
RFPs are also scrutinizing how vendors are leveraging technology, not for buzzwords, but for:
- security and confidentiality
- clarity on automation vs. human intervention
- cost and volume efficiency without sacrificing nuance
- demonstrable risk management
As the AI-trend has oversaturated the market with AI-this and AI-that, I think this next year will be about companies being able to show they smartly and securely leverage automation (not necessarily AI) and what cost savings or expanded volume that delivers to the client. In the “do less with more era” that we are still in, AI and automation is making a very big impact, and companies that do not offer a variety of services, each with varying levels of technology and human-dependencies, will quickly find themselves disadvantaged in the marketspace, overshadowed by companies that figured out how to effectively tailor services and offer “expert” support towards the specific use cases of their clients, within their risk and pricing confines.
In short, the partners who can offer tiered services, varied delivery models, and tailored support for specific use cases – and can balance technology, expertise, and contextual understanding – will set the standard for Strategic Globalization in 2026. These perspectives will continue to shape how we build, partner, and show up for the organizations we serve.
Connect with Brooke on LinkedIn –>
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