Cross-border trade and immigration are increasing; Technology is connecting people seamlessly from around the world; Communications, transportation & travel solutions are both cheaper and faster; The use of common languages is lowering communication barriers; all leading to an increasingly interconnected and thus smaller world.
At the same time, new marketplaces are opening up. With the exception of the USA, the UK, the Eurozone & Japan, the world’s top 25 Rapid-growth markets are almost all “Developing countries”, with populations in the multi-millions and billions. Driven by their cultural divides, they carry very different values, beliefs, expectations, etc. On the flip side, unified by technology and social media, Customers are more discerning and more demanding about their expectations. Far more than ever before, Customer retention is the key to an Organization’s profitability & long-term survival. Service organizations mandatorily need to develop insights into cultural diversity in order to engage their multi-cultural customer bases.
On the other hand, getting the right resources with the right skills at the right cost to perform planned work is also becoming easier, with the advent of telecommuting and virtual teams. Organizations are no longer limited by hard constraints such as the reduced availability of cost-effective real estate & work spaces – The world is literally at your fingertips! But here too, cultural diversity plays a critical enabling as well as disabling role.
This is leading to a situation where Remote employee/ team management is now becoming a must-have skill for leaders and managers.
Managing remote customers is also becoming a business-as-usual requirement – The variety of mechanisms now available to connect to customers and assess customer engagement is enabling Service organizations to deliver their services more efficiently & cost-effectively than before – once again, driving up expectations on “standard” performance.
This Cheat sheet provides a 10,000-feet view of the 3 top enablers which a Global Manager must understand and leverage, in order to deliver his/ her Service delivery objectives more efficiently.
A key conclusion from this paper is: Leaders must not view the adoption of Global teams merely as a cost-takeout exercise. Without the right levels of preparedness and investments of funds, efforts and time, Global teams will not yield anticipated benefits. Indeed, inadequately planned implementations can end up poisoning the well for future initiatives by converting believers into skeptics.
Readers who require a more detailed picture than what is provided by this paper can go through the links provided in the References section at the end of the sheet. A big thanks to all the thinkers who have shared their insightful thoughts & inputs, which I have blended with my own thoughts to develop this model.
I welcome your thoughts & feedback on how this model can be improved.
Note: This article was first published on LinkedIn Pulse.