Müşterilerimizin adını yayımlamıyoruz. Bu anlatım sektör, ekip ölçeği ve program kurgusu üzerinden aktarılmıştır; kurumu tanımlayacak ayrıntı içermez.
A Republic Day programme run simultaneously across six sites without leaving the offices. The constraint was that no location should feel second class.
What was the problem in front of the company?
The company had operations in six cities and roughly half of its employees were outside head office. In previous years the Republic Day programme had been held only at head office, with a celebratory email sent to the other locations.
The feedback HR relayed was clear: the regional sites positioned themselves as "outside the real company". Rather than reducing that perception, the special occasion programme refreshed it every year.
How was the programme built?
Instead of holding a large event at head office and broadcasting it to the others, a simultaneous and equivalent programme was set up at all six locations.
- The same run-of-show at every site: a short address, a shared live link section, refreshments. Head office's programme was not longer or more elaborate than the others.
- The live link was two-way. The managing director's address was broadcast from head office, but a representative from every location also spoke. A one-way broadcast reinforces the position of the sites that are watching.
- The catering standard was identical at every site. Splitting the budget by location is the most visible source of inequality.
Why was technical preparation critical?
A simultaneous link at six points means six separate technical risks. The connection test was run two days before the programme, with the real setup and over each location's own internet infrastructure. A mobile connection was kept ready as backup.
What was the result?
Roughly 280 employees across six locations joined the programme simultaneously. There was no technical interruption.
In the company's internal review afterwards, the tone of feedback from sites outside head office changed noticeably; the most repeated comment was that a representative from their own location had also spoken.
What is the general lesson from this case?
In multi-site organisations the success of a special occasion programme is measured not by the quality of the event at head office but by equivalence between locations. Receiving a broadcast and being part of the programme are not the same thing.