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Daily Dispatch

Five Minutes a Day, Aimed at the One Thing You Keep Getting Wrong.

Not a library nobody opens twice. A short daily dispatch built from what the platform has actually seen this person struggle with, tied to what is on their calendar this week — and retired the moment the behaviour changes.

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The Adoption Problem

Cultural Training Does Not Fail Because It Is Wrong. It Fails Because Nobody Opens It Twice.

Every mobility team has bought a platform with a course library on it, and every one of them has seen the same curve: strong week one, nothing by week five. A library asks the assignee to remember it exists, decide what they need, and find the time. The Daily Dispatch inverts that — it arrives, it is short, and it is aimed at the specific thing that person keeps getting wrong.

<5 min
Daily time commitment
1
Weak point targeted at a time
12 mo
Assignment-long, not pre-departure
4
Interface languages

Weak-Point Targeting

It Should Already Know What You Keep Getting Wrong

Across the mentor, the debriefs, the calendar briefs and the missions, a picture builds of where a specific person is actually struggling. One assignee reads hierarchy well and misreads every deadline. Another handles disagreement fine in writing and freezes in a room. Generic content serves neither of them.

The dispatch targets one weakness at a time, in the context that person is actually operating in, and stops sending it once the behaviour changes. When the model is not confident enough about a weak point, it says so and asks rather than guessing.

  • Built from real signals across the platform, not a self-assessment quiz at onboarding
  • One dimension at a time, tied to something on this week’s calendar
  • Retires a topic when the behaviour actually shifts — and revisits if it slips
  • Adapts to the phase of the assignment: week three and month eight need different things
  • Partners get their own track, calibrated to daily life rather than corporate culture
Tuesday Dispatch — Week 7
Your open weak point — deadline signalling
Three times in six weeks you have been surprised by a slip that your team knew about. You are asking “are we on track?” — a question that has one safe answer here.
Today, in your 11:00: ask “what would have to go right this week for the 14th to hold?” and count the conditions.
Hierarchy readingRetired · wk 5
Deadline signallingOpen
Written disagreementQueued

Cultural Games

Practice That Does Not Feel Like Training

Some of the dispatch is a two-minute scenario game: a short situation, three plausible responses, and a real explanation of what each one would have cost. It works because getting it wrong privately in ninety seconds is memorable in a way that reading a country guide is not.

Games are drawn from the same weak-point model, so an assignee who misreads indirect refusal gets scenarios built around indirect refusal — and can play the same one against a different culture to see the answer flip.

  • Ninety-second scenarios pulled from real reported situations, de-identified
  • Every option explained, including the one that was nearly right
  • Optional team mode for cross-cultural teams that want a shared reference point
  • Progress is visible to the assignee — never scored or ranked for their manager
Scenario — 90 seconds
A supplier in São Paulo tells you the delivery will be “no problem, we will make it work.” It is the third time this phrase has preceded a delay.
A — Escalate to their managerCostly
B — Ask what they need from you to hold itBest
C — Put the deadline in writing againNeutral
Why B: the phrase is a commitment to the relationship, not to the date. Asking what they need converts it into a conversation about the actual constraint without anyone losing face.

Output Discipline

A Confident Wrong Answer Is Worse Than No Answer

An assignee acting on a fabricated custom in a live client meeting does real damage — to them, to the relationship, and to your programme’s credibility. Cultural coaching is a domain where a plausible-sounding invention is very hard for the user to catch, so the controls have to sit in the product rather than in the disclaimer.

Grounded, not improvised
Coaching draws on a maintained evidence base and the assignee’s own situation data. Specific claims about a custom, a law, or a practice are traceable to a source rather than generated fresh.
Confidence stated plainly
Where the evidence is thin, the response says so and offers what to check rather than filling the gap. “I do not have a reliable read on this” is an acceptable answer in this product.
Hard boundaries
Medical, legal, immigration and formal HR questions are routed to the right human channel. The platform does not offer an opinion in those categories at any confidence level.
Reviewed against the field
Reported outcomes feed back into the evidence base, so guidance that does not survive contact with reality gets corrected rather than repeated at scale.

Engagement in Month Nine, Not Just Week One.

Book a 30-minute demo and we will show you real engagement curves against the ones your current provider reports.

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FAQ

Common Questions

How long does the dispatch take?
Under five minutes, by design. Anything longer competes with the assignee’s actual job and loses.
How does it know what someone is weak at?
From real signals across the platform — what they ask the mentor, what they debrief, which calendar briefs they act on, how missions go. Not from a self-assessment at onboarding, which measures confidence rather than skill.
Does the manager see someone’s weak points?
No. Individual weak-point data belongs to the assignee. Programmes see de-identified aggregate patterns — useful for spotting that a whole cohort struggles with the same thing in the same location, useless for identifying a person.
What about partners and family?
Partners get their own dispatch track calibrated to daily life — schools, healthcare, neighbours, building a social circle — not corporate culture. This is where assignments quietly break, and it is the seat most programmes still do not fund.
How do you stop the AI inventing cultural facts?
Specific claims are grounded in a maintained evidence base rather than generated fresh, confidence is stated openly, thin evidence produces “I do not have a reliable read” instead of a guess, and medical, legal, immigration and HR questions are refused outright and routed to a human.
Can we turn the games off?
Yes. Dispatch format is configurable at programme level, and assignees can adjust frequency themselves.