Diversity, Globalization, and the Quest to be great.
Most corporate leaders and even military strategist will tell you of the importance of thinking Global while acting local. The complexities of the modern business make this a challenge for most companies, but with the emerging markets around the world and the international talent pools becoming more and more common, it is imperative that a global view and ability be established, if long term viability and growth is to have a chance. The value of having a centralized and controlled vision, executed by decentralized specialist in their own way; all while maintaining a constant real time feed back loop to command and control worked in the American Revolution, and it works today in the modern business landscape. Enabling that type of interaction takes a smart mix of people, technology, talent, and discipline; and is the key for thriving in a landscape of constant change. To become a Global success you most first capture, leverage and support Global view points. A rich, divers, empowered workforce is the most direct path.
Asia, The UK, and India are not colors.
First we need to understand that a country is more than a language. It is a culture made up of rules, values and its own set of norms. With in every new country is a slightly different WAY of doing things. You must focus on their unique “way” if you really expect long term success on new countries. To believe that simply changing the color and language of your American configured product makes you global, is not only naive but quite disrespectful. You approach should allow for the instant incorporation of their “WAY” in to the execution of your mission. As it truns out, the key to effective globalization is the same key to effective localization; maintaining a high degree of flexibility within in every aspect of your enterprise.
Unfortunately because of the complexity involved in increasing the awareness and capability to be affective in a global market place; there is a growing acceptance of compromise. Companies are beginning to adopt the belief that almost is good enough. A tool that almost meets are needs is fine, a deployment that almost meets or strategy is fine, even people that almost meet are requirements are fine for now.
A different approach is to build your culture on the premise that “almost” is not good enough; for you or your clients. Constantly doing our best and attracting the better is never ending cycle of persistent success.
Unlike Horseshoes and hand-grenades, close to target does not equal success in a hyper competitive playing field. What works, is the constant closing of the ever changing gap between where we are, and where we need to be. This GAP has to become an irritant! It has to be the line in your poetry that doesn’t quite rhyme; like Aristotle and bottle, and it should bother you!
Success is both part science and part art. The science may make it repeatable and some what predictable; but the Art makes it interesting, motivating and rewarding.
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