Thoughts on Global Operations

Implementing multiple business functions across different geographies, cultures, corporate structures and priorities takes thought and planning. 
 
There is not one right answer.  Some organizations seem to have corporate cultures whose local organizations are resilient enough to handle things well with a minimal set of core values  Others have very detailed and stringent regulations from HQ that requires significant handholding.
 
Yet no matter how much you plan ahead, managing business structures across borders will require constant adjustment as the requirements change and the organization matures or evolves.
 
Setting up common, agreed-upon expectations on roles and responsibilities is probably the most critical start to efficient and effective operations. This is even more crucial when distances are great.
 
Each function (sales, marketing, supply chain, business development) by definition has different prisms of vision on the business and that can create some conflict or disagreement.  When handled properly these can enable the organization as a whole to flourish for the better.
 
Here are key points to consider:
 

• Left on their own, organizations sometimes form their own silos: functional, regional or divisional to name a few. 
• Silos are not necessarily evil.  In some instances they provide sharp focus on a particular interest or segment or technology and customer base.
• However, they can become significant handicaps for companies facing fast and agile competitors in a rapidly changing market.

 
 

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