A company with no passport
Putting a global mindset to work
Companies from all parts of the world are trying to globalize. Whether it’s because of a customer base that is increasingly global, a supply chain spread across ever more countries, a need to access new talent pools, or a product development strategy that must respond to many different cultural preferences in global markets, the result is that companies have to develop an organization and a structure that reflect the global nature of their business. This applies as much to the new, dynamic companies from emerging markets that are coming to dominate the world in manufacturing, as it does to more traditional Western, marketing-led multinationals in consumer goods.
Many companies are finding that creating a truly global organization is hard work. How do you attract, retain and promote all the way through a mix of executives who represent the diversity and footprint of your business? How do you ensure that your measurement and analysis systems take full account of the myriad cultural differences which are known to exist when people look at even the simplest tasks? And most important, how can a company achieve not only the “hardware” of a top management structure that is fully global, but also the “software” of key decisions being taken in a way that accommodates the full range of views and experiences in the organization?
If companies are to meet these challenges, their senior managers must embrace a set of attitudes and approaches that have been described as a “global mindset.” In this article, we explore what this mindset looks like in practice, share ideas on how companies can recognize and embed it in senior executives and across the broader organization, and point to the substantial business benefits it can generate.
Read full article A company with no passport in THE FOCUSedition on “Diversity and Inclusion”.