In a recent article in Training magazine writer Holly Dolezalek provides advice and approaches to product training based on three well-known global companies, Wyeth Pharmaceuticals, SteelCase, and Intel Corporation.  The question is: how do you keep your product training consistent when it's delivered halfway around the world?  All three corporations have very different approaches but the underlying theme is consistency.  These companies strive to maintain consistency of delivery and presentation of new information.  Wyeth Pharmaceuticals is cautious about language and culture issues that may prove to be problematic.  They purposely design training to avoid colloquial expressions and regional references.  Unfortunately, presentations and training experiences that avoid this type of conversation usually result in mind-numbing boredom.  Intel, however, doesn't have to worry about translation issues because they require that all employees are fluent English speakers.  In my opinion, Intel has limited the vision and scope of its company by requiring all employees to speak English.  SteelCase sells modified versions of the same product in various locations so the training format must also be variable.  They use local translators for their training material.  Local native-language speakers are much more likely to be able to present the information in a succint, comfortable manner.  Not only is SteelCase providing their employees with a more enjoyable training experience, they are also helping the local community by employing area translators.  I think this approach to global product training makes the most sense.  What do you think?