IKEA has recently drawn attention for how it has responded to unexpected cultural moments across different markets, from turning an April Fools concept into an actual campaign with its meatball lollipops in Australia and New Zealand, to responding to the viral Punch and Djungleskog phenomenon in Japan.
Telum Media spoke to Patricia Routledge, Country Communications Manager at IKEA Australia and New Zealand, to find out how the team prepares for unplanned opportunities, decides when to participate, and balances local cultural relevance with global brand consistency.
Preparation before the moment arrives
According to Patricia, responding quickly to an unexpected cultural moment starts long before it breaks. One of the most important things that the team at IKEA has built beforehand is trust, which she explains as one of the most important foundations.
"As a communications team, we spend a lot of time building credibility with the wider organisation by doing what we say we're going to do - even when that means holding opinions or recommending directions that aren't always the easiest path forward. When stakeholders trust you, it becomes much easier to act quickly when unplanned opportunities arise."
At IKEA, that trust is backed by its investment in building a strong internal spokesperson network.
"We know exactly who to call for sales data, product insight, or expert commentary, and we've already done the work of building those relationships before a moment hits. That allows us to move fast with information that genuinely adds value to a story - whether that's local data that reinforces a national trend or insight that challenges it in a way that sparks interest," she says.
For PR and communications practitioners, speed is not just about having fewer approval layers - it also depends on doing the groundwork early. Patricia explains that this creates room for the unexpected.
"When cultural moments break - both good and bad - everything else drops, so disciplined planning gives us the buffer to respond without burning out the team. PR also requires a certain level of hustle, both internally and externally."
The discipline continues after the moment has passed. Patricia says the team looks for data that shows whether the response delivered commercial or reputational value - not attention alone. That focus on value also shapes when the brand chooses to participate.
Know when the brand has permission to participate
Not every viral conversation is a brand opportunity. For communications teams, one of the most important skills is knowing when to step forward and when to hold back.
For Patricia, permission to participate starts with relevance. She starts by asking whether the moment has a genuine alignment with the business.
"Is it our range? Our expertise? And can we credibly influence or contribute to the conversation, rather than simply jumping on someone else's bandwagon?"
That relevance test helps prevent a brand from entering a conversation purely because it is visible. A cultural moment may be attracting attention, but that does not mean the organisation has a credible role in it.
Proof points are also an important factor that Patricia says should be considered.
"Do we have 'skin in the game' - whether that's a product, a solution, or something we've already done that gives us permission to participate? If we're not adding anything new or meaningful, that's often a sign to pull back."
Tone then determines how that participation should show up.
"Are we being clever and contributing positively to the conversation, or are we at risk of overtly commercialising something in a way that could put people offside? We're also mindful of potential offence - even playful moments can land differently depending on context."
For retail brands like IKEA, the final decision is also operational. Patricia warns that attention can quickly become a problem if it creates demand the business cannot meet.
"If participation risks creating friction for customers or co-workers, restraint is usually the more strategic choice."
Accountability improves speed
Large organisations often need to balance speed with governance. For fast-moving cultural moments, unclear ownership can slow decision-making or create reputational risk.
For Patricia, the answer lies in where responsibility sits.
"Within our team, the communications manager is accountable for trust - if we act on something that isn't right, the responsibility sits with us. That clarity actually enables speed, because decision-making doesn't become diffused."
For PR and communications leaders, the lesson is that governance should create confidence, not hesitation. At IKEA, that approach is reinforced through a "no surprises" approach.
"Regular updates and sharing outcomes helps reinforce why moving quickly matters and builds confidence for next time. While IKEA doesn't have shareholders, we are a franchisee operating within a global brand, so there are still very real guardrails. That balance gives us flexibility but also requires discipline - if we push the brand too far, there are consequences."
The broader point is that fast cultural response is an organisational habit, not a shortcut around process.
"Ultimately, speed comes from trust, transparency, and experience. When the organisation knows the comms team will act responsibly and escalate risks early, it creates permission to move fast without compromising the brand."
Keep the global brand consistent, but let local culture shape the expression
For global brands, cultural relevance is rarely one-size-fits-all. Local markets need enough flexibility to respond to what audiences care about, while still protecting the consistency of the wider brand.
For IKEA, that flexibility starts with a shared foundation.
"We anchor everything in our global positioning framework, which is consistent across markets and deeply connected to IKEA's 80-year-old vision: to create a better everyday life for the many people. That consistency gives us a strong foundation," Patricia says.
"Within that framework, our customer value proposition is adapted locally depending on culture, market maturity, and competition. This allows us to remain both consistent and relevant. How the brand shows up in each market can vary, as long as it fits within the positioning framework and brand guidelines."
She further explains that the model also shapes how IKEA brings its global themes into local markets.
"We also have global themes that are consistent across markets, such as our Positive Impact focus areas - Domestic and Family Violence, Refugee Workforce Inclusion, and Zero Emissions Delivery. While the themes remain the same, the way we bring them to life is adapted to local conditions.”
For local teams, the opportunity is to express the brand in ways that feel specific to the market without losing the wider IKEA platform.
The result is a mix of ideas that can travel across markets and others that are intentionally local. Patricia adds that some ideas work seamlessly across markets, such as the meatball lollipops in Australia and New Zealand. Others are deliberately local, including Meatball Party Pies and flatpack flip flops in Australia, and Kiwi House and Garage Parties in New Zealand.
"That balance allows us to leverage the strength of the global brand while staying culturally connected," she says.
Listen systematically, then ask why the audience should care
Many cultural moments begin with the way people use, talk about or reinterpret a brand. To participate well, communications teams need to listen beyond formal campaign channels.
For IKEA ANZ, that listening is built into its day-to-day communications rhythm, supported by its PR agency, FleishmanHillard.
"We run an always-on culture lab that monitors news, social media, and broader cultural trends. Importantly, we allow space within our day-to-day remit to respond when something relevant emerges - particularly around our range.”
That process helps the team spot moments already happening around the brand, rather than trying to manufacture relevance.
"We've seen strong success with IKEA 'dupes,' such as a lamp that closely resembled one owned by Sarah Jessica Parker. More recently, when Nagi from RecipeTin Eats shared her love of IKEA frying pans, we were able to move quickly with media outreach, spokesperson commentary and sales data, alongside gifting the product to relevant influencers."
Patricia says that the next test is understanding audience value.
"We also ask ourselves, 'so what?' Why should audiences care, and what’s in it for them? For example, our Meatball Party Pies were free on the opening day of our birthday weekend, alongside 50-cent hot dogs. Our House Parties in New Zealand were also free to attend. Sometimes participation in culture means expecting nothing in return and simply thanking customers for their loyalty."
The takeaway for communications teams is to define value more broadly than immediate conversion. Cultural participation can reinforce goodwill, reward loyalty and show that a brand understands its community.
Treat humour and experimentation as strategic decisions
Humour can be powerful, but it still needs governance. IKEA ANZ’s meatball lollipop started as a playful April Fools concept before becoming a real product following strong audience response.
For Patricia, communications activity is rarely isolated from the wider organisation.
"We take a 360-degree approach that brings together PR, corporate communications and public affairs, which means we are always assessing reputational risk across disciplines."
That shared judgement gives the team a clear point for escalation.
"If we identify any level of risk, we escalate early and align with the country management team as the ultimate decision-makers before anything goes live. That process allows us to experiment confidently while maintaining strong governance."
For communications teams, experimentation works best when it is connected to the business rather than treated as a one-off content idea.
"We collaborate deeply with marketing, home furnishing, and interior design experts, and use sales data to strengthen stories and influence outcomes - while remaining mindful of stock levels and customer expectations."
The final test is whether the response has a clear role beyond the moment itself.
"Wherever possible, we align communications activity to a clear commercial outcome and ask: 'what’s the call to action?' Will this make someone more likely to visit, purchase, or engage - and can we do more to support that journey?”
For modern communications teams, responding to culture is not just reactive. It depends on preparation, permission, and clear decision-making that protects reputation while keeping pace with culture.
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