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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