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

The why

Global content hubs are a key component of commercial global-to-local operating models. Yet many companies struggle to design content hubs in a way that actually lives up to the promise of faster, cheaper, and better local execution. The problem is not the content assets themselves. It is the operating model design, the governance and mandates, and the global change management and operationalization.

In this project, we helped a client turn a poor performing 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 and user satisfaction was low. Its purpose was unclear, roles were ambiguous, and markets did not understand what the content 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, and delivery times were high. 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, directly diluting the business case and entire purpose of the content hub.

Our 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 global content 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 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.

Global adoption and a larger mandate

Through large-scale change management and operationalisation efforts, the new operating model was adopted across all global regions and markets. With the results delivered, the global content hub got a larger CEO-led mandate to take on more scale, scope, and handle more requests from the markets and across high-value brands. The content hub's main value driver shifted from cost efficiencies to global quality and brand standardization.

What moved the needle

Aligning stakeholders across global, regions, and local

By working closely with stakeholders across the organisation, we gathered input on user needs as well as operational feasibility. The co-creation ultimately enabled buy-in and adoption.

Designing for scale and 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 for scale and to reduce friction for markets and make the value of the hub immediately clearer than relying on fragmented third-party vendors.

Change management and operationalisation efforts Large efforts where put into mapping stakeholders and changes to both processes and mindsets, so that these changes could be actively supported with dedicated activities.

Partner

Daniel Schmidt

Daniel works with life science executives to design strategies, operating models, and transformation programs. He brings both functional depth and board-level perspectives, helping senior leaders navigate complexity and make clear choices. He formerly led the life science practice at Deloitte Denmark.

Daniel holds a B.Sc. in International Business and an M.Sc. in Economics and Business Administration from Copenhagen Business School.

Selected experience

TA strategy for immunology portfolio
Strategy for application and value realisation of AI across R&D
Business model design for new innovative business unit
Global digital transformation across commercial functions

Book meeting

Project Leader

Johannes Bæk Christensen

Johannes has 7+ years of experience in strategy consulting and has strong expertise in TA strategy, organisational transformations, operating model design, and commercial launch planning.  Johannes holds an M.Sc. in Economics from the University of Copenhagen.