Ghislanzon/Pentinnen/Turnbull

7 important questions on Ghislanzon/Pentinnen/Turnbull

GHISLANZONI/PENTINNEN/TURNBULL: 

The multilocal challenge: Managing cross-border

 

To succeed as a multilocal:

  • Executives must understand the size and nature of the cross border and local value at stake
  • Raise awareness of cross-border opportunities
  • Overcome motivational barriers
  • Sharpen cross-border execution skills

To get the balance right in a multilocal organization

  • companies must first identify their sources of local and cross-border value 
  • then grasp and address the barriers that may hinder the level of integration they desire.
  • At the same time, they must learn to manage complexity of the multilocal approach
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learn to manage complexity of the multilocal approach by:

  • Grouping businesses in clusters in geographic clusters
  • Fine-tune management’s accountability
  • Introduce common culture, only where it would have a positive impact

·         Grouping businesses in clusters in geographic clusters

o   Business integrator – Single GM, some functions centralized, coal country teams

o   Performance manager – Cluster leader manages performance of county GMs

o   Large country HUB – large country GM manages performance of smaller countries

Barriers that may obstruct the capture of cross-border value or risk destroying local value:

  • ·         Lack of awareness of cross – border opportunities
  • ·         Poor motivation
  • ·         Inability to execute – differences in language and culture

A balanced approach to get more integration into a multilocal organization:

1.       Broaden scope of employees

2.       Broaden linchpin position: country managers

3.       Improve business process management

4.       Make sensible choices about postponement

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