Categories:
Interview published by PR Noticias
AT PR NOTICIAS, WE SPOKE WITH MARÍA GRACIA BANDERAS, GLOBAL PR & COMMUNICATIONS MANAGER AT ODILO
“Communication in the education and training sector needs authenticity and consistency.”
In an educational ecosystem increasingly dominated by technology, ODILO defines itself as a “learning superplatform” that promises unlimited learning. But how do you communicate something so ambitious without losing clarity or humanity? María Gracia Banderas, the company’s Global PR & Communications Manager, explains in this interview how to translate technological complexity into meaningful messages. The role of artificial intelligence in brand narrative, and the keys to building trust in a sector where communication is as strategic as the product itself.
ODILO defines itself as a “learning superplatform.” From a communication standpoint, how do you translate such a broad, technical concept into clear, appealing messages for non-specialist audiences?
In reality, we are the platform that transforms the way people and organizations learn in a unique digital environment. And this is, without a doubt, our fundamental task. In communication, our duty is to translate functionality into human benefit. We don’t communicate the platform itself; we communicate what it enables organizations to do: transform talent into a competitive advantage and encourage institutions and governments to offer tailored learning experiences, from childhood to adulthood. For a non-specialist audience, this breaks down into two obvious ideas. First, the ability of any organization (company, university, government) to create its own learning platform, tailored to its brand, its objectives, and the needs of its users. Second, and key for the end user, is the concept of “unrestricted learning.” Thanks to our strategic agreements with more than 7,300 providers, we offer the world’s most extensive catalog of multi-format educational content. The message is not “we have 4 million resources,” but “you can learn what you want, how you want (in video, podcast, course, book, interactive app) and when you want, in one place.” We move from the what, the technology, to the why, to personal and professional development.
What role does data play in global communication decision-making? Do you use learning or user behavior metrics to design narratives or campaigns?
Data is highly relevant and serves as a compass for our strategy, enabling us to visualize learning trends and guide our clients in strategic decision-making. In designing our narratives, we can segment audiences and articulate thought leadership. This also enables us to communicate market trends to different audiences through communication actions and campaigns that help our stakeholders anticipate industry movements and mitigate risks promptly.
In international markets, how do you adapt your brand tone and content to different cultural sensibilities without fragmenting ODILO’s global identity?
We practice what we call glocalization in our communication strategy. There is a core of the brand (Global) that is immutable: ODILO is synonymous with unrestricted access to knowledge, “quality,” and “innovation.” That DNA is the same in Madrid, Mexico City, or Dubai.
Local execution is where cultural adaptation comes in. We have teams and partners who understand local sensitivities and help us navigate the nuances. For example, instead of using a European government success story in our São Paulo communication, we highlight a relevant local case. We also adapt narratives to local priorities. As a result, ODILO’s identity is enriched by the cultural relevance of the different countries we serve. The promise is global, but the proof point must always be local.
Partnerships with educational institutions or governments are key to your growth. How do you build solid institutional communication in such regulated and diverse contexts?
Trust and transparency are essential in this environment, and the communication strategy must consider both language and objectives. Our approach is based on solid pillars. First, we seek to position ourselves as a strategic partner; we do not sell a product; we offer a solution to a country’s or institution’s challenge. Second, we must speak the policymaker’s language and align our communication with their strategic objectives. Finally, transparency and thought leadership are crucial. We demonstrate credibility through more than 1,000 platforms launched across five continents, and through our spokespersons’ presence in forums on the future of education, positioning ourselves as experts who understand their challenges.
In addition, we are committed to collaborative communication. It is not so much about “telling what we do” as it is about building shared messages with institutions so that collaboration is a win-win. Each partnership with the public administration has its own narrative, but they all share a common purpose: to ensure that continuous learning reaches all citizens.
What criteria do you use when selecting media or strategic partners in each country?
We are not looking for volume of impact; we are looking for influence on the right audiences. Therefore, our selection criteria are precise.
We analyze the audience to determine whether the media outlet reaches our primary stakeholders. We evaluate credibility by identifying media outlets that are undisputed leaders in education, technology, talent management, or economics, as their credibility transfers to our brand. Alignment of values is also essential, collaborating with partners who share our vision of democratizing access to learning. Finally, we look for actual storytelling capacity in media outlets that are hungry to tell stories with a profound impact and to analyze the transformation of learning with us.
Artificial intelligence is transforming learning and communication. How are you incorporating it into your PR and marketing strategies?
We see artificial intelligence in two precise dimensions: as a key message of our product and as an essential tool for our work.
As a message, AI is the engine of our learning solution. We use it to create personalized learning paths so that each of our users has a unique experience, tailored to their learning needs in real time. Therefore, our PR narrative focuses on how ODILO’s AI humanizes learning at scale, adapting to each individual.
As a tool, it frees our team from mechanical tasks so they can focus on what AI cannot do: strategy, creativity, and building human relationships with key stakeholders.
Looking ahead, what do you think will distinguish leading edtech brands in communication from those that focus solely on product or technology?
Looking ahead, the fundamental difference will be the ability to build a brand with purpose and communicate human impact.
Leading edtech brands will be those that manage to connect innovation with a clear human purpose. Technology alone does not inspire; what mobilizes people is its ability to improve lives, bridge gaps, and create real learning opportunities. Companies that communicate this effectively will be the ones that build trust and relevance over the long term.
Furthermore, communication in the education and training sector needs authenticity and consistency. It is not enough to showcase technical advances; you have to demonstrate social impact, listen to the educational community and businesses, and maintain an ethical commitment. At ODILO, the future of edtech brands will be written around empathy, credibility, and the ability to turn technology into progress for citizens.