Ch 11 Global Strategy - Presentation Transcript

1. International Business Strategy, Management & the New Realities by Cavusgil, Knight and Riesenberger
Chapter 11 Global Strategy and Organization

2.
o The role of strategy in international business

o The integration-responsiveness framework

o Distinct strategies emerging from the integration-responsiveness framework

o Organizational structure

o Alternative organizational arrangements for international operations

o Building the global firm

o Putting organizational change in motion

Learning Objectives
3. What Is Strategy?

o Strategy is a plan of action that channels an organization’s resources so that it can effectively
differentiate itself from competitors and accomplish unique and viable goals.

o Managers develop strategies based on the organization’s strengths and weaknesses relative to the
competition and assessing opportunities.

o Managers decide which customers to target, what product lines to offer, and with which firms to
compete.

4. Strategy in an International Context

o Strategy in an international context is a plan for the organization to position itself vis-a-vis its
competitors, and resolve how it wants to configure its value chain activities on a global scale.

o Its purpose is to help managers create an international vision, allocate resources, participate in major
international markets, be competitive, and perhaps reconfigure its value chain activities given the new international
opportunities.

5. Strategy Should Pinpoint to Actions

o Formulate a strong international vision

o Allocate scarce resources on a worldwide basis

o Participate in major markets

o Implement global partnerships

o Engage in global competitive moves

 o Configure value-adding activities on a global scale

6. The Purpose of Global Strategy

o Bartlett and Ghoshal argue that managers should look to “…develop, at one and the same time ,
global scale in efficiency, multinational flexibility, and the ability to develop innovations and leverage knowledge
on a worldwide basis”.

o These three strategic objectives – efficiency, flexibility , and learning – must be sought
simultaneously by the firm that aspires to become a globally competitive enterprise.

7. Three Strategic Objectives

o Efficiency –lower the cost of operations and activities

o Flexibility –tap local resources and opportunities to help keep the firm and its products unique

o Learning -- add to its proprietary technology, brand name and management capabilities by
internalizing knowledge gained from international ventures.

8. Trade-Offs among the Three Objectives

o In the final analysis, international business success is largely determined by the degree to which the
firm achieves the goals of efficiency, flexibility, and learning.

o But it is often difficult to excel in all three areas simultaneously. Rather, one firm may excel at
efficiency, while another may excel at flexibility, and a third at learning.

o Sustainability over time is also a challenge.

9. Multi-Domestic Industries

o Companies in the food and beverage, consumer products, and clothing and fashion industries often
may resort to a country-by-country approach to marketing to specific needs and tastes, laws, and regulations.

o Industries in which competition takes place on a country-by-country basis are known as multi-
domestic industries . In such industries, each country tends to have a unique set of competitors.

10. Global Industries

o Industries such as aerospace, automobiles, telecommunications, metals, computers, chemicals, and

industrial equipment are examples of global industries , in which competition is on a regional or worldwide scale.

o Formulating and implementing strategy is more critical for global industries than multi-domestic
industries. Most global industries are characterized by the existence of a handful of major players that compete head
on in multiple markets.

11. Examples of Global Industries

o Kodak must contend with the same rivals, Japan’s Fuji and the European multinational Agfa-
Gevaert, wherever it does business around the world.
 o American Standard and Toto dominate the worldwide bathroom fixtures market.

o Caterpillar and Komatsu compete head-on in all major world markets.

12. GM’s Global Brand Hierarchy

13. Integration-Responsiveness Framework

o The Integration-Responsiveness Framework summarizes two basic strategic needs: to integrate

value chain activities globally, and to create products and processes that are responsive to local market needs.

o Global integration means coordinating the firm’s value chain activities across many markets to
achieve worldwide efficiency and synergy to take advantage of similarities across countries.

14. The IR Framework

o The discussion about the pressures on the firm of achieving global integration and local
responsiveness has become known as the integration-responsiveness (IR) framework.

15.  

16. Global Integration

o Global integration refers to coordination of the firm’s value-chain activities across countries to
achieve worldwide efficiency, synergy, and cross-fertilization in order to take maximum advantage of similarities
across countries.

17. Objectives of Global Integration

o Global integration seeks economic efficiency on a worldwide scale, promoting learning and cross-
fertilization within the global network, and reducing redundancy.

o Headquarters personnel justify global integration by citing converging demand patterns, spread of
global brands, diffusion of uniform technology, availability of pan-regional media, and the need to monitor
competitors on a global basis.

o Companies in such industries as aircraft manufacturing, credit cards, and pharmaceuticals are more
likely to emphasize global integration.

18. Pressures for Global Integration

o Economies of Scale . Concentrating manufacturing in a few select locations to achieve economies of

mass production.

o Capitalize on converging consumer trends and universal needs. Companies such as Nike, Dell, ING,
and Coca-Cola offer products that appeal to customers everywhere.

o Uniform service to global customers. Services are easiest to standardize when firms can centralize
their creation and delivery.

o Global sourcing of raw materials, components, energy, and labor . Sourcing of inputs from large-
scale, centralized suppliers provides benefits from economies of scale and consistent performance.
 o Global competitors. Global coordination is necessary to monitor and respond to competitive threats
in foreign and domestic markets.

o Availability of media that reaches customers in multiple markets . Firms now take advantage of the
Internet and cross-national television to advertise their offerings in numerous countries simultaneously.

19. Local Responsiveness

o Local responsiveness refers to meeting the specific needs of buyers in individual countries.

o It requires a firm to adapt to customer needs, the competitive environment, and the distribution
structure. Local managers enjoy substantial freedom to adjust the firm’s practices to suit distinctive local conditions.

o Wal-Mart store managers in Mexico may need to adjust such practices as store hours, employee
training and compensation, the merchandise mix, and promotion.

o Companies in such industries as food and beverages, retailing, and book publishing are likely to be
responsive to local differences.

20. Pressures for Local Responsiveness

o Unique resources and capabilities available to the firm. Each country has national endowments that
the foreign firm should access .

o Diversity of local customer needs . Businesses, such as clothing and food, require significant
adaptation to local customer needs.

o Differences in distribution channels. Small retailers in Japan understand local customs and needs, so
locally responsive MNEs use them.

o Local competition . When competing against numerous local rivals, centrally-controlled MNEs will
have difficulty gaining market share with global products that are not adapted to local needs.

o Cultural differences. For those products where cultural differences are important, such as clothing
and furniture, local managers require considerable freedom from HQ to adapt the product and marketing.

o Host government requirements and regulations . When governments impose trade barriers or
complex business regulations, it can halt or reverse the competitive threat of foreign firms.

21. The Four Strategies Emerging from the IR Framework

 Home replication strategy

 Multi-domestic strategy

 Global strategy

 Transnational strategy

22.  

23. Home Replication Strategy (Export Strategy or International Strategy)

 o The firm views international business as separate from, and secondary to, its domestic business.
Such a firm may view international business as an opportunity to generate incremental sales for domestic product
lines.

o Products are designed with domestic customers in mind, and international business is sought as a
way of extending the product lifecycle and replicating its home market success.

o The firm expects little knowledge flows from foreign operations.

24. Multi-Domestic Strategy (Multi-Local Strategy)

o Headquarters delegates considerable autonomy to each country manager allowing him/her to operate
independently and pursue local responsiveness.

o With this strategy, managers recognize and emphasize differences among national markets. As a
result, the internationalizing company allows subsidiaries to vary product and management practices by country.

o Country managers tend to be highly independent entrepreneurs, often nationals of the host country.
They function independently and have little incentive to share knowledge and experiences with managers elsewhere.

o Products and services are carefully adapted to suit the unique needs of each country.

25. Advantages of Multi-Domestic Strategies

o If the foreign subsidiary includes a factory, locally produced goods and products can be better
adapted to local markets.

o The approach places minimal pressure on headquarters staff because management of country
operations is delegated to individual managers in each country.

o Firms with limited international experience often find multi-domestic strategy an easy option as they
can delegate many tasks to their country managers (or foreign distributors, franchisees, or licensees, where they are
used).

26. Disadvantages of Multi-Domestic Strategy

o The firm’s foreign managers tend to develop strategic vision, culture, and processes that differ
substantially from those of headquarters.

o Managers have little incentive to share knowledge and experience with those in other countries,
leading to duplication of activities and reduced economies of scale.

o Limited information sharing also reduces the possibility of developing knowledge-based competitive
advantage.

o Competition may escalate among the subsidiaries for the firm’s resources because subsidiary
managers do not share a common corporate vision.

o It leads to inefficient manufacturing, redundant operations, a proliferation of products designed to

meet local needs, and generally higher costs of international operations than other strategies

27. Global Strategy

 o With global strategy, the headquarters seeks substantial control over its country operations in an
effort to minimize redundancy, and achieve maximum efficiency, learning, and integration worldwide.

o In the extreme case, global strategy asks why not make ‘the same thing, the same way, everywhere?’
It favors greater central coordination and control than multi-domestic strategy, with various product or business
managers having worldwide responsibility.

o Activities such as R&D and manufacturing are centralized at headquarters, and management tends to
view the world as one large marketplace.

28. Advantages of Global Strategy

o Global strategy provides management with a greater capability to respond to worldwide

opportunities

o Increases opportunities for cross-national learning and cross-fertilization of the firm’s knowledge
base among all the subsidiaries

o Creates economies of scale, which results in lower operational costs.

o Can also improve the quality of products and processes -- primarily by simplifying manufacturing
and other processes. High-quality products promote global brand recognition and give rise to customer preference
and efficient international marketing programs.

29. Limitations of Global Strategy

o It is challenging for management, particularly in highly centralized organizations, to closely

coordinate the activities of a large number of widely-dispersed international operations.

o The firm must maintain ongoing communication between headquarters and the subsidiaries, as well
as among the subsidiaries.

o When carried to an extreme, global strategy results in a loss of responsiveness and flexibility in local
markets.

o Local managers who are stripped of autonomy over their country operations may become
demoralized, and lose their entrepreneurial spirit.

30. Transnational Strategy: A Tug of War

o A coordinated approach to internationalization in which the firm strives to be more responsive to

local needs while retaining sufficient central control of operations to ensure efficiency and learning.

o Transnational strategy combines the major advantages of multi-domestic and global strategies, while
minimizing their disadvantages.

o Transnational strategy implies a flexible approach: standardize where feasible; adapt where
appropriate .

31. What Transnational Strategy Implies

 o Exploiting scale economies by sourcing from a reduced set of global suppliers; concentrating the
production of offerings in relatively few locations where competitive advantage can be maximized.

o Organizing production, marketing, and other value-chain activities on a global scale.

o Optimizing local responsiveness and flexibility.

o Facilitating global learning and knowledge transfer.

o Coordinating competitive moves --how the firm deals with its competitors, on a global, integrated
basis.

32. How IKEA Strives for Transnational Strategy

o Some 90% of the product line is identical across more than two dozen countries. IKEA does modify
some of its furniture offerings to suit tastes in individual countries.

o IKEA’s overall marketing plan is centrally developed at company headquarters in response to

convergence of product expectations; but the plan is implemented with local adjustments.

o IKEA decentralizes some of its decision-making, such as language to use in advertising, to local
stores.

33.  

34. Difficulty of Implementing Transnational Strategy

o Most firms find it difficult to implement transnational strategy.

o In the long run, almost all firms find that they need to include some elements of localized decision-
making because each country has idiosyncratic characteristics. Few people in Japan want to buy a computer that
includes an English-language keyboard.

o While Dell can apply a mostly global strategy to Japan, it must incorporate some multi-domestic
elements as well. Even Coca-Cola, varies its ingredients slightly in different markets. While consumers in the U.S.
prefer a sweeter Coca-Cola, the Chinese want less sugar.

35. Organizational Structure

o Organizational structure refers to the reporting relationships inside the firm – “the boxes and lines” –
that specify the linkages among people, functions, and processes that allow the firm to carry out its operations.

o In the larger, more experienced MNE, these linkages are extensive and include the firm's
subsidiaries, affiliates, suppliers, and other partners.

o A fundamental issue is how much decision-making responsibility the firm should retain at
headquarters and how much it should delegate to foreign subsidiaries and affiliates. This is the choice between
centralization and decentralization .

36. An MNE Network A H B C D E F S D B D C D R D A : Home plant H : Headquarters B … F : Subsidiaries

Subsidiary Level Network S : Suppliers R : Regulatory institutions B : Buyers C : Customers S E B E C E R E S B B B C
BRBSABACARASFBFCFRFSCBCCCRC
37. Organizational Structure Provides for Unambiguous Relationships

o In international operations, organizational structure must resolve how the working and reporting
relationships between headquarters and subsidiaries (or the international department) will take place.

o Control and reporting relationships have to be clear and functional.

o The simplest of structures is creating an export department. However, if the export manager reports
to an individual who really doesn’t care much about international sales, then the international venture will probably
fail. So, structural and reporting relationships require careful thinking.

38. Structure Supports Strategy

o Structural decisions usually involve a choice between centralized and decentralized decision-
making, and they should be consistent with decisions about the firm’s international strategy.

o A centralized structure fits best with the home replication or global strategy.

o A decentralized structure fits best with the multi-domestic strategy.

o A matrix structure combines centralized and decentralized aspects with the transnational strategy.

39. Relative Contributions of the Headquarters and the Subsidiary

o Generally, the larger the financial outlay or the riskier the anticipated result, the more involved
headquarters will be in the decision. E.g., decisions on developing new products or entering new markets tend to be
centralized to headquarters.

o The choice between headquarters and subsidiary involvement in decision-making is also a function
of the nature of the product, the nature of competitors’ operations, and the size and strategic importance of foreign
operations.

o No firm can centralize all its operations. Retaining some local autonomy is desirable. Companies
need to effectively balance the benefits of centralization and local autonomy.

o The old phrase, ‘think globally, act locally’, is an oversimplification of the true complexities of
today's global competition; ‘think globally and locally, act appropriately’ better describes the reality of the
marketplace.

40.  

41. How to Instill Collaborative Working Relationships between Headquarters and Subsidiaries

o Encouraging local managers to identify with broad, corporate objectives and make their best efforts.

o Visiting subsidiaries to instill corporate values and priorities.

o Rotating employees within the corporate network to develop multiple perspectives.

o Encouraging country managers to interact and share experiences with each other through regional
meetings.
 o Establishing financial incentives and penalties to promote compliance with headquarters goals.

42.  

43.  

44. Alternative Organizational Arrangements For International Business

o A long-established stream of literature suggests that ‘structure follows strategy.’ The organizational
design a firm chooses is largely the result of how important managers consider international business and whether
they prefer centralized or decentralized decision-making.

o The firm’s experience in international business also affects the organizational design.

o Organizational designs tend to follow an evolutionary pattern -- As the firm’s international

involvement increases, it adopts increasingly more complex organizational designs.

45. Alternative Organizational Arrangements

o The export department , with the international division as a variant.

o The decentralized structure involves geographic area division

o The centralized structure involve either product or functional division

o A global matrix structure blends the geographic, product and functional structures although this is
complex and difficult to achieve.

46. Export Department

o For manufacturing firms, exporting is usually the first foreign market entry mode. It rarely involves
much of a structured organizational response at first.

o As export sales reach a substantial proportion of the firm’s total sales, however, senior managers
will usually establish a separate export department whose manager may report to senior management or the head of
domestic sales and marketing.

47.  

48. The International Division

o A separate division within the firm dedicated to managing its international operations.

o Typically, a vice president of international operations is appointed who reports directly to the
corporate CEO.

o The decision to create a separate international unit is usually accompanied by a significant shift in
resource allocation and increased focus on the international marketplace.

o Managers in the division typically oversee the development and maintenance of relationships with
foreign suppliers and distributors. Licensing and small-scale foreign investment activities may also be performed.

49.  
50. Advantages and Disadvantages of the International Division

o Advantages

o It centralizes management and coordination of international operations.

o It is staffed with international experts who focus on developing new business opportunities abroad
and offering assistance and training for foreign

o Disadvantages

o A domestic vs. international power struggle often occurs over the control of financial and human
resources.

o There is likely to be little sharing of knowledge among the foreign units or between the foreign units
and headquarters.

o R&D and future-oriented planning activities tend to remain domestically focused. Products continue
to be developed for the domestic marketplace, with international needs considered only after domestic needs have
been addressed.

51. More Complex Organizational Designs

o Firms at more advanced stages of internationalization tend to set up more complex organizational
designs. The major rationale is to reap economies of scale through high volume production and economies of scope
-- more efficient use of marketing and other strategic resources over a wider range of products and markets.

o There is greater emphasis on innovative potential through learning effects, pooling of resources, and
know-how.

o The more complex organizational designs emphasize a decentralized structure -- typically organized
around geographic areas -- or a centralized structure -- typically organized around product or functional lines.

52. Geographic Area Division

o An organizational design in which control and decision-making is decentralized to the level of

individual geographic regions whose managers are responsible for operations within their region.

o Firms that market relatively uniform goods across entire regions with little adaptation requirements
tend to organize their international operations geographically.

o The structure is decentralized because management of international operations is largely delegated

to the regional headquarters responsible for each geographic area.

53.  

54. An Example of Geographic Area Division

o Nestlé has organized its international divisions into a South America, North America, Europe, Asia,
and so on.
 o The firm treats all geographical locations, including the domestic market, as equals. All areas work
in unison toward a common global strategic vision. Assets, including capital, are distributed with the intent of
optimal return on corporate goals – not area goals.

o Geographic area divisions usually manufacture and market locally-appropriate goods within their
own areas.

o Firms that use the geographic area approach are often in mature industries with narrow product
lines, such as those in the pharmaceutical, food, automotive, cosmetics, and beverage industries.

55. Product Division

o An arrangement in which decision-making and management of the firm’s international operations is

organized by major product line.

o Management creates a structure based on major categories of products within the firm’s range of
offerings.

o Each product division has responsibility for producing and marketing a specific group of products,
worldwide.

o Motorola organizes its international operations within each of its product categories, including cell
phones, consumer electronics, and satellites.

56.  

57. Trade-offs of Product Division Structure

o The advantage of the product division structure is that all support functions, such as R&D,
marketing and manufacturing, are focused on the product.

o Products are easier to tailor for individual markets to meet specific buyer needs.

o Product division structure causes duplication of corporate support functions for each product
division and a tendency for managers to focus effort on subsidiaries with the greatest potential for quick returns.

o Suppliers and customers may be confused if several divisions call on them.

58. Functional Division

o An arrangement in which decision-making and management of the firm’s international operations

are organized by functional activity (such as production and marketing).

o E.g., oil and mining firms, which have value-adding processes of exploration, drilling, transportation
and storing, tend to use this type of structure.

o Cruise ship lines may engage in both shipbuilding and passenger cruise marketing -- two very
distinctive functions that require separate departments for international production and international marketing.
Thus, it makes sense to delineate separate divisions for the performance of production and marketing functions
worldwide.

59.  
60. Trade-Offs of the Functional Division

o The advantages of the functional division are a small central staff, which provides strong central
control and coordination, and a united, focused global strategy with a high degree of functional expertise.

o However, the functional approach may falter in coordinating manufacturing, marketing, and other
functions in diverse geographic locations because the central staff lacks expertise in these areas.

o When the firm deals with numerous product lines, coordination can get unwieldy.

61. Global Matrix Structure

o An arrangement that blends the geographic area, product, and functional structures in an attempt to
leverage the benefits of a purely global strategy and maximize global organizational learning, while remaining
responsive to local needs.

o It is an attempt to capture the benefits of the geographic area, product, and functional organization
structures simultaneously, while minimizing their shortcomings.

62. LM17

63. Global Matrix Structure

o The global matrix structure is most closely associated with the transnational strategy.

o The area structure facilitates local responsiveness but can inhibit worldwide economies of scale and
sharing of knowledge and core competences among geographic areas.

o The product structure overcomes these shortcomings but is weak in local responsiveness.

o By using the global matrix structure, responsibility for operating decisions about a given product are
shared by the product division and the particular geographic areas.

o To implement the matrix approach, the firm develops a dual reporting system in which, an employee
in a foreign subsidiary may report on an equal basis to two managers: the local subsidiary general manager and a
corporate product division manager.

64. Global Matrix Structure Blends Several Orientations

o This structure requires managers to think and operate along typically two of the three major
dimensions: geography, product, and function (cross-functional).

o The firm must simultaneously possess the ability to: (1) develop worldwide coordination and
control; (2) respond to local needs; and (3) maximize inter-organizational learning and knowledge-sharing.

o The global matrix structure recognizes the importance of flexible and responsive country-level
operations.

o For most firms, the matrix approach represents relatively new thinking in the management of the
modern MNE. How successfully firms are able to implement and maintain the approach for long-term global
success remains to be seen.
65. Unilever: An Example of Building a Global Matrix Structure

o Earlier, the decentralized structure of Unilever’s international organization had produced much
duplication and countless obstacles to applying a more efficient, global approach.

o Unilever put in place a massive reorganization plan designed to centralize authority and reduce the
power of local country bosses.

o To implement a global culture and organization, the firm divested hundreds of businesses, cut
55,000 jobs, closed 145 factories, and discontinued 1,200 brands.

o Today, Unilever has about 400 brands. New products are developed using global teams that
emphasize the commonalities among major country markets.

o Local managers are not allowed to tinker with packaging, formulation, or advertising of global
brands, such as Dove soap.

66. Disadvantages of Matrix Structure

o The chain of command from superiors to subordinates can become muddled. It is difficult for
employees to receive directions from two different managers who are located thousands of miles apart and have
different cultural backgrounds and business experiences.

o When conflict arises between two managers, senior management must offer a resolution. The matrix
structure can, therefore, give rise to conflict, waste management’s time, and compromise organizational
effectiveness.

o The heightened pace of environmental change, increased complexity and demands, and the need for
cultural adaptability have been overwhelming for many firms that have attempted the matrix structure.

o Many companies that have experimented with the matrix structure eventually returned to simpler
organizational arrangements.

67. Building the Global Firm

o Truly global companies manage to achieve:

o Visionary leadership

o Global strategy

o Appropriate organizational structure

o Strong organizational culture

o Dynamic organizational processes

68.  

69. Visionary Leadership

 o Senior human capital in an organization that provides the strategic guidance necessary to manage
efficiency, flexibility, and learning in an internationalizing firm. Exemplified by:

 Global mindset and cosmopolitan values : openness to, and awareness of, diversity
across cultures

 Willingness to commit resources : financial, human, and other resources

 Global strategic vision : articulating a global strategic vision -- what the firm wants to
be in the future and how it will get there.

 Willingness to invest in human assets : such practices such as the use of foreign
nationals, promoting multi-country careers, and cross-cultural and language training to develop global
‘supermanagers.’

70. Examples of Visionary Leaders

o Ratan N. Tata, the chairman of the Tata Group, transformed this Indian conglomerate into a
transnational organization. Tata oversees a $22 billion family conglomerate whose companies market a range of
products from automobiles to watches.

o Carlos Ghosn, the CEO of Nissan and Renault, has transformed a Japanese automotive firm from
bankruptcy to profitable operations.

o Toyota CEO Fujio Cho has led his firm to record sales in the intensely competitive global
automobile industry.

71. Organizational Culture

o The pattern of shared values, norms of behavior, systems, policies, and procedures that employees
learn and adopt.

o Employees acquire them as the correct way to perceive, think, feel, and behave in relation to new
problems and opportunities that confront the firm.

o Organizational culture is the ‘personality’ of the firm. Employees demonstrate organizational culture
by using the firm’s common language and accepting rules and norms such as the pace and amount of work expected
and the degree of cooperation between management and employees.

72. Implementation of Organizational Culture

o As ilustrated in the case of IKEA, organizational culture is derived from the influence of the
founders and visionary leaders, or some unique history of the firm.

o The role of the founder’s values and beliefs is particularly important.

o Visionary leaders can transform organizational culture, as Lou Gerstner and Jack Welch radically
altered the fortunes of IBM and GE -- large bureaucratic organizations that had failed to adapt to changing
environments.

73. Best Practice in Organizational Culture

 o Proactively build a global organizational culture.

o Value and promote a global perspective in all major initiatives.

o Value global competence and cross-cultural skills among their employees.

o Adopt a single corporate language for business communication.

o Promote interdependency between the headquarters and subsidiaries.

o Subscribe to globally accepted ethical standards.

74. Corporate Social Responsibility: An Aspect of Organizational Culture

o Companies aspiring to become truly global seek to maintain strong ethical standards in all the
markets where they are represented.

o Ultimately, senior leadership of any company must be held accountable for cultivating an
organizational culture that welcomes social responsibility and is deliberate about it.

o Corporate social responsibility refers to operating a business in a manner that meets or exceeds the
ethical, legal, commercial and public expectations of stakeholders (customers, shareholders, employees, and
communities).

75. Organizational Processes

o Managerial routines, behaviors, and mechanisms that allow the firm to function as intended.

o Typical processes include mechanisms for collecting strategic market information, developing
employee compensation, and budgeting for international operations.

o GE and Toyota have gained competitive advantage by emphasizing and refining the countless
processes.

o GE digitizes all key documents and uses intranets and the Internet to automate many activities and
reduce operating costs.

o Many processes cross functional areas within the firm (e.g., new product development process
involves input from R&D, engineering, marketing, finance, and operations).

o In global firms, processes also cut across national borders, which increase both the urgency and
complexity of devising well-functioning processes.

76. Common Organizational Processes to Achieve Global Coordination

o Global teams : An internationally distributed group of people… with a specific mandate to make or
implement decisions that are international in scope.

o Global information systems : Global IT infrastructure, together with tools such as intranets and
electronic data interchange, that provide the means for virtual interconnectedness within the global company.
 o Global talent pools : A database of skilled individuals within the firm available to all subsidiaries on
the corporate intranet.

77. Global Teams

o Global teams are charged with problem-solving and best practice development within the MNE.

o Team members are drawn from geographically diverse units of the MNE and may interact entirely
via corporate intranets and video-conferencing, without meeting in person.

o A global team brings together employees with the experience, knowledge, and skills to resolve
common challenges. They are assigned fairly complex tasks, represent a diverse composition of professional and
national backgrounds, and have members that are distributed throughout the world.

o Often, global teams are charged with specific agendas and a finite time period to complete their
deliberations and make recommendations.

78. An Illustration of Global Information Technology

o Development of Chevrolet Equinox by General Motors: When GM decided in 2001 to develop a

sports utility vehicle to compete with Toyota’s RAV4 and Honda’s CR-V, it tapped its capabilities all over the
globe.

o The V6 engine was built in China, with cooperation from engineers in Canada, China, Japan, and the
United States.

o From a “global collaboration room” in Toronto, engineers teleconferenced almost daily with
counterparts from Shanghai, Tokyo, and Warren, Ohio. They exchanged virtual-reality renderings of the vehicle and
collaborated on the styling of exteriors and design of components.

o The SUV was built in Ontario, Canada at a factory that GM shares with its Japanese partner Suzuki.

79. Best Practice in Knowledge Sharing: Bovis Lend Lease

 Success depends on our ability to effectively share the intellect, insight and experience
of the business with everyone in the organization. Our workplace philosophy is one of ensuring sustained
knowledge-sharing, collaboration, and client focus.

 As an example, iKnow is our database of research, written reports, and knowledge

networks across the organization.

 iKonnect is our knowledge sharing service which provides our staff with quick and
direct access to best available knowledge anywhere in the world.

80. The Importance of Global Talent Pools

o Global firms invest in their employees to build needed capabilities, not just in technical or business
terms, but in terms of language and cultural capabilities and types of international experience.
 o The development of a global talent pool requires the creation of an environment that fosters and
promotes cooperation across borders, the free exchange of information, and the development of creative managers
capable of functioning effectively anywhere in the world.

81. Putting Organizational Change In Motion

o For many firms, a truly global organization remains an ideal yet to be achieved.

o At a minimum, managers must:

 exercise visionary leadership;

 formulate a strategy;

 cultivate an organizational culture;

 build the necessary organizational structure; and

 refine and implement organizational processes.

82. Organizational Change: A Multidimensional Undertaking

o Success in international markets is not based on a single prescription or formula but a

multidimensional and coherent set of actions.

o These include: participating in all major markets in the world, standardizing product and marketing
programs wherever feasible, taking integrated, competitive moves across the country markets, concentrating value-
adding activities at strategic locations across the world, and coordinating the value-chain activities to exploit the
synergies of multinational operations.

o Superior global performance will result if all the dimensions of a global strategy are aligned with
external industry globalization forces and internal organizational resources.

83. Organizational Change: Focus And Employee Commitment are Essential

o How should senior leaders proceed? Where does one start? With processes? Structure?
Organizational culture?

o Rapid and highly ambitious efforts to transform an organization may fail. It’s best for senior
management to focus on only one or two dimensions at a time, tackling the most easily changed dimensions of the
organization first, in order to prepare the way for the more difficult changes.

o Transforming an organization into a truly global company can take years; involve many obstacles
and uncertainty. Management needs to instill a sense of urgency to drive the organization toward the desired
changes.

o Equally important is the “buy-in’ from the employees for implementation -- securing wholehearted
participation of key groups towards common organizational goals.