“You must be the change you wish to see in the world.”
Mohandas Gandhi
Do leaders really understand the global customer? Do we really understand the attributes of an international community? Clearly, if 21st century organizations want to survive, they must be able to answer those questions. Large organizations are continuing to grow their business globally so that they can gain more customers and increase their profits. When these companies go global, many of them are creating multi-talented, cross cultural teams. Unfortunately, this is no easy task.
Drucker, a management guru, argued leaders must understand the needs of customers while optimizing the efficiency of the whole supply chain. Therefore, leaders cannot afford to neglect any component in the socio-technical system. Going global isn’t easy. Galbraith, author of Designing Organizations, discusses four barriers that prevent businesses for going global: (a) complexity of doing business in many countries, (b) the difficulty of recreating competitive advantages, (c) the issues of increasing geopolitical uncertainty, and (d) problems with sacrificing global customers. In fact, today customers are more powerful because they have both influence and more information. For most large organizations, the rigidity of organization structure prevents global success and creates stiff bureaucracy. Senge, a management consultant, suggests that many businesses suffer a narrowness of focus. Therefore, going global needs more flexibility.
References:
Drucker, P. (1964). Managing for Results. New York: Harper & Row, Publishers.
Gailbraith, J. (2000). Designing the Global Corporation. San Francisco, CA: Jossey-Bass
Nadler, D. and Tushman, M. (1997). Competing by Design. New York: Oxford University Press.
Senge, P. (1990). The Fifth Discipline. New York: DoubleDay. © 2007 by Daryl D. Green
Article Source: http://www.content.onlypunjab.com
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A very thought provoking blog. I agree with Senge. At Performance Equations we did a study into the international manager some years ago and found that senge's point about greater flexibility and less narrowness of focus was paramount. Very often organisations approach new markets and customers from the point of view of their own original success and business paradigm. Greater adaptability and versatility in cross cultural inter-personal communication requires the notion of customer centricity to be seen from the perspective of the culture in which the varying global markets and customers operate. We are able to diagnose those behaviours that increase global leadership success. By identifying these behaviours a development path that enables leaders operating in a global area to perform more successfully. For more information see our site www.performance-equations.co.uk
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