With the massification of social networks and the internet, geographic boundaries are becoming smaller and communication increasingly globalized. It was in this context that Teclógica decidiu adotar a internationalization of its processes.
The IT company from Santa Catarina operates in more than 10 countries, and the strategy aims at training the team, in order to include the English language in the routine and involve all collaborators.
Thus, in addition to in-company English classes, teams began to have periodic meetings to practice conversation, and the company’s internal communications became bilingual.
Want to know more about how Teclógica adopted internalization actions? Continue reading the article and understand!
What is internationalization and what is its goal?
The term “internationalization” can be interpreted in various ways, depending on the purpose of the companies. Some of them want to expand, opening offices abroad or exporting products, for example.
In Teclógica’s case, as mentioned earlier, the strategy is focused on adherence to the second language in the daily routine of employees, aiming at people’s qualification.
Besides bringing benefits such as gained competitiveness, experience, and modernization, process internationalization has several objectives aimed at people development.
Encouraging corporate dialogue and the debate on more formal subjects – usually little addressed in traditional courses – influences people to adapt faster to bilingual communication in various spheres of life, including the work environment.
According to Clovis Vasselai, CEO of Teclógica, the strategy provides collaborators with the chance to apply their knowledge. “Unlike traditional teaching, when we insert something into our routine, it results in continuous learning that will not be forgotten.”
He adds by explaining that blockage during conversation is something common, a challenge that the company is trying to help its collaborators overcome. “It is through frequency that self-confidence is gained. Embracing the English language at Teclógica was the way we found to encourage and unlock our team’s communication.”
What changes were perceived?
In June 2023, it marked one year since the company adopted daily English meetings for some of the teams. Among them, the teams working with “Industry 4.0” demands, which are coordinated by David Jourdain.
“We met united by a purpose and commitment to personal and professional growth. When reflecting on this journey, it is evident that our dedication and perseverance have borne fruit,” he explains.
When asked about the perceived changes, David considers that people evolved from being proficient in technical subjects to experts in language comprehension. “We have witnessed the transformation not only of our language skills, but also of our ability to navigate diverse cultures and perspectives. Every day, we challenge ourselves to step out of our comfort zones,” he adds.
At this point, Aloisio Arbegaus, Teclógica’s Commercial Director, found it important to highlight the opening of new horizons and expertise. “Operating in different countries requires adaptation, as you will be subject to diverse regulations and audiences.”
Clovis concludes by explaining that every change requires planning. “The creation of a new organizational culture is something that must be measured and done gradually. Our managers are present, continuously aligning strategies and, with caution, we are evolving in training our collaborators.”
The company intends to expand internationalization actions, updating agreements and studying ways to continuously encourage the bilingual methodology.
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*This article was written by the Teclógica team: Clovis Vasselai, CEO; Aloisio Arbegaus, Commercial Director; David Jourdain,Project Manager
