As I'm trying to build a local EA presence, I've developed some simple (draft) insights / principles about effective internationalization strategies. I'd welcome feedback from the community to refine this thinking. Please note that I'm an entrepreneur, not a researcher.
1. Adaptation not translation
Most EA content is grounded in Anglo-American frameworks and thinking patterns. Simply translating this content might work in countries already aligned with Anglo-American business culture (like the Netherlands), but this approach likely reaches only a fraction of our potential audience in other countries.
Consider Tyler Cowen's remarks on Dwarkesh's podcast about cultural differences:
You have a meal with some sort of French person who works in Brussels—it's very impressive. They're cultured, they have wonderful taste, they understand all these different countries, they know something about Chinese porcelain. And if you lived in a world ruled by them, the growth rate would be negative 1%.
While this resonated with the Californian audience, French listeners might have similar critiques of American culture. The point isn't to catalog every cultural difference—that could take a lifetime—but to recognize that these differences exist and matter. We can't simply copy-paste EA frameworks across cultural boundaries.
True internationalization requires thoughtful adaptation to local contexts, values, and communication styles.
2. Local knowledge ecosystems
In English, there's abundant information about EA, global health, and existential risks. This may not be true in other languages. Before launching initiatives like local GWWC groups, we should carefully assess what EA-related content is accessible in the local language across all media channels.
GWWC pledges will be more successful when potential donors can easily access knowledge about neglected problems and effective organizations in their own language. This strengthens our local group's position within the knowledge ecosystem.
If localized information is scarce, creating it should be a priority for our group. We don't need to translate the entire 80,000 Hours website, but providing a solid understanding of major problems and solutions from a local perspective is essential for broader impact.
Key questions to consider:
- What EA-adjacent content already exists in our language?
- Which local concerns might provide entry points for EA concepts?
- Are there local cultural values that align with EA principles?
3. Fundraising starting top-down
While global EA organizations like GWWC typically recruit individual donors, this bottom-up approach assumes an ecosystem where other philanthropic organizations are already targeting major donors.
In contexts without significant EA presence, research suggests that starting with HNWIs may be more effective. I've been building a local network of HNWIs to co-create a local organization, finding this approach particularly valuable for understanding local giving attitudes and identifying information gaps.
This approach leverages identity. By engaging with HNWIs to build a new organization, we could tap into their identity as successful people (rather than simply "wealthy people"), using this success mindset to strengthen our organization.
Benefits of the top-down approach:
- Faster resource accumulation
- Access to influential networks
- Deeper insights into local giving culture
- Potential for strategic partnerships with existing institutions
4. Communication builds identity
While some advise against investing heavily in websites, prioritizing function over perfection, communication remains essential for scaling. A functional, responsive website serves as a central repository for our thinking and deepens engagement initiated through other channels.
Strategic communication:
- Can build a distinct local identity based on core EA principles
- Adapts messaging to local cultural values
- Creates accessible entry point
- Supports community building
Having a skilled, local communication expert on our team—even as a volunteer—can significantly amplify our impact. We have to test local communication strategies: direct vs. indirect, individual vs. collective, data-driven vs. story-driven approaches.
5. Habit formation by operational excellence
Local EA groups have two primary goals:
- communicating a need with a solution (effectiveness in charity), leading to action (transactions / donations);
- and making these donations recurrent (habit formation).
Changing habits requires transforming knowledge (mind), identity (heart), and removing friction (operations). As an ambitious local organization we should build a efficient, scalable system with appropriate risk management from the start.
Even the most compelling message will fail if operational friction prevents action. The best startups scale rapidly because their operations support rather than hinder growth.
Key operational considerations:
- Frictionless donation processes
- Clear, transparent reporting
- Data privacy and security
- Donor / Funders relationship management
- Volunteer coordination systems
Questions for the community
- What successful cultural adaptations have you seen in your local EA group?
- How have you balanced loyalty to core EA principles with local cultural relevance?
- What operational challenges have you faced when scaling local initiatives?
I welcome your thoughts and experiences to help refine this simple framework. Even brief comments would be helpful!