Creating a global content hub to accelerate global-to-local execution

The why

Global content hubs are becoming a more common part of commercial operating models. Yet many companies still struggle to turn global templates, content, and platforms into faster, cheaper, and better local execution. The problem is rarely the assets themselves. It is the gap between global production and local use, where unclear service models, weak localisation support, and fragmented ownership slow adoption rate and limit value creation.

In this case, we helped a client turn a poorly understood centralized hub into a service-led global content engine that could help markets move faster, use content more effectively, and scale customer engagement across regions.

The challenge

The client had an existing centralized content hub that had delivered value in some markets, but it was not set up to scale. Its purpose was unclear, roles were ambiguous, and markets did not understand what the hub was there to do, or how to get value out of it. The service scope had expanded too far, governance was difficult to navigate, delivery times were high, and satisfaction was low. That created friction at the exact point where global support needed to enable local execution.

At the same time, demand for digital content was rising. Markets needed faster access to reusable assets, localisation support, execution capabilities, and analytics. This resulted in markets using local 3rd party vendors instead of the centralized content hub, resulting in poor uniformity across markets, and high costs.

The client wanted to redesign the hub to become the engine for global-to-local execution, support higher-value opportunities, and become a stronger alternative to local agencies through better scale, consistency, and cost efficiency.

Outcome

A clearer role for the global hub

The hub was repositioned around a concrete service catalogue that made its role explicit. Markets could see exactly what the hub would deliver across content adaptation, localisation, campaign execution, website support, and analytics, and just as importantly what sat outside its remit. The model also clarified who the hub was built to serve. Support was tiered by market and brand priority, with higher-touch services reserved for selected markets and more standardised support and localization offered more broadly.

A governance model markets could actually navigate

The new set-up gave markets a clearer way to engage with the hub based on their tier and the service requested. It defined the intake route, decision points, handoffs, expected market inputs, and delivery timelines, so markets understood what the process looked like from request to execution. That reduced friction, improved planning discipline on both sides, and made service levels more predictable. Instead of relying on informal relationships or ad hoc requests, markets had a clearer framework for how to access support and what was required to move work forward.

A global content repository built for reuse and speed

The hub model was strengthened by a global content repository that gave markets easier access to reusable assets, templates, modular content, and execution components. This made it faster to activate campaigns locally, reduced duplication of effort, and improved consistency across markets. Rather than rebuilding content repeatedly, markets could start from approved global materials and adapt them with greater speed and less cost.

What moved the needle

Grounding the model in affiliate needs By gathering affiliate input on where execution was breaking down, what support they needed, and where existing models were falling short, we were able to shape a hub offering that matched real demand rather than assumed demand.

Designing for usability A core success factor was making the hub easy to access, easy to understand, and easy to use. The service catalogue, governance model, and content repository were designed to reduce friction for markets and make the value of the hub immediately clearer than relying on fragmented third-party vendors.

Clear boundaries The model worked because it made explicit not only what the hub would deliver, but also what it would not deliver, who it would support, and at what service level. That clarity reduced confusion, prevented overreach, and made the offering more credible.

Partner

Jonas T. Karlsen, Ph.D.

Jonas is a life science strategist supporting executives drive progress across the value chain. He is an expert in bridging strategy and execution via global operating model design and transformation rooted in strategic objectives. He engages with structured top-down thinking and a pragmatic and collaborative approach to mobilise organizations and make things happen.

Jonas holds a Ph.D. in biophysics from the Technical University of Denmark, DTU, and further studied at California Institute of Technology. Recipient of the Ministry of Sciences Elite Research Award.

Selected experience

Ecosystem integration and external innovation pipeline
Lab of the future capability building and operating model design
Global clinical operating model design and transformation
Pre-launch strategy for cardiometabolic TA development

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