leading across new borders

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“Global HQ keeps slowing us down; they just don’t understand how China works.”

Alan, an expatriatebased in China, comments:

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We need more flexibility on the ground and more decision-making power.

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For example, we had an overstock of air purifiers

in the Shanghai warehouse that we

needed to movequickly in Q3.

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My local team came up with a solution:a regional sales promotion.

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It takes three weeks just to get thediscount application for this promotion

signed by the global team.

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Halfway through the approval process, the entire region was hit with

serious air pollution—and suddenly everyone needed air purifiers.

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Within one week, we sold our entire inventory and the warehouses were

completely out of stock. © Aperian Global

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This is what I meanby needing more

flexibility. When we tried to reverse the discount application and restock the air purifiers, the global

supply team asked for a three-month lead time to fit the global planning process!

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How can we compete in this market with a processes that take so long? Local competitors don’t have to wait and don’t face such a rigid process.

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They would just call their suppliers that day, and work non-

stop to make 20,000 new filters in two

weeks. This market is constantly changing; and only the flexible

survive.

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But the global team keeps pushing back, insisting more lead time is needed. They don’t realize these procedures can make business impossible here.

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Alan has a dilemma that many global leaders face today:

How to successfully navigate the

competing demandsof both fast- and

slow-growth markets.

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What does Alan need to do to increase his chance of success? What can organizations

do to ensure his success?

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Alan’s experience highlightsa new global paradigm.

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The world’s economic center of gravity is shifting at a rapid pace - huge emerging

economies have already emerged. © Aperian Global


Current estimates indicate that by 2050, China, the U.S., and

India will be the world’s top three economies; other

locations in Asia, the Middle East, South America, and Africa

continue to grow rapidly.

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The shifting of the world’s economic center has vast implications for almost everyone, particularly those who have been at the top and at the bottom of the

global economic order.© Aperian Global


In order tosucceed in this

new global paradigm,

leaders and organizations

require new skills.

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Global leaders must approach familiar tasks in new ways and lead across geographical,

cultural, and mental borders.

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Considering this shifting center,

what does Alan needto understand to be

more successful? What does he need to

explain to others about his global market?

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Fast-Changing Local Market Realities

Need for Agility and Flexibility to Compete and Grab Opportunities

Balance Local Demands with Mature Market Priorities for Quality/Processes/Policies

Promote Understanding of Different Planning/Processes/Timelines Across Fast-Growth and Mature Market Locations

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Fast-Growth Markets Slow-Growth MarketsSociety Younger population, rural to

urban migration, widespread corruption

Aging population, immigration pressures, democratic governance,

rule of law

Economy Dynamic marketplace with many opportunities, fast-moving

competition, newer brands and companies starting to globalize,

government intervention a wildcard, unforeseen risks

Efficiency and cost-cutting, targeted investments, process and quality focus, established MNCs

and paths for entrepreneurs

Career Rapid promotions and compensation increases,

retention and development challenges, job hopping

Specialized professional education, slow career development paths, expensive workforce and labor

unions

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What Organizations Can Do

Ensure key growth markets: Have Strong Leadership Have Influence in Global Decision-Making Are Represented by Leaders with Deep Understanding of BOTH Local

Market and Global Priorities Have Leaders Who are Connected to a Strong Global Network

Ensure HQ and Mature Markets: Have High Visibility and Strong Communication with Key Growth

Markets Have Leaders with Global Mindset and Global Experience Proactively Develop Leaders from Key Growth Markets Create Rotation Programs to Increase multi-directional knowledge

sharing across the organization of all markets © Aperian Global


What Leaders, like Alan, Can Do

Proactively communicate with global stakeholders to create solutions which bridge fast-growth and mature market needs.

Invest in leadership development and succession planning to increase voice and visibility of local leaders in global decision-making.

Build understanding of local market conditions and provide unique insights to global decision makers.

Increase understanding of global or HQ priorities in order to create synergistic solutions and truly influence.

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As the authors of Leading Across New Borders, we wanted to provide a roadmap for individuals

like Alan to navigate the new leadership paradigm, helping leaders expand their skillsets and

create forward momentum.

Ernest Gundling Christie Caldwell Karen Cvitkovich

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Crossing Unfamiliar

Boundaries

Adapting to a Globalized Home

Challenging Outdated Mental

Models

Global Leaders have to traversenew borders in several ways

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Leading Across New Borders empowers leaders with the skills and mindset needed to lead effectively in today’s complex multinational business environment.

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Other topics covered in the book include: Who “Global Talent” Is, What People Want, and What They

Need to Learn When Cultural Awareness Is Not Enough Why Matrix Teams Fail and How to Get Better Results Inclusive Leadership for Competitive Advantage The Real Work Needed to Bring People Together and Make

Any Deal Worthwhile Agility to Innovate on a Global Scale Conscious Choices to Ensure a Sustainable Future Integrating Your Own Heritage, Present Awareness, and a

Vision for the Future

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Leading Across New Borders explores new imperatives that will help leaders and organizations better understand and succeed across a shifting cultural and economic landscape. Whether your organization’s top talent is leading an entire organization, a business unit or a geographically dispersed team, the book serves as an important resource for enabling leaders and organizations to navigate a very new world.

Readers will find strategies and tools for:

Developing Global Talent

Running aMatrix Team

LeadingInclusively

Integratingan Acquisition

Building a Truly Global Organization

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Click here for more information about Aperian Global

Click here for more information about Leading Across New Borders

An exploration of the shifting center, with a

roadmap to navigate and succeed.

http://www.aperianglobal.com/

http://www.aperianglobal.com/leading-across-new-borders/

leading across new borders

Leadership & Management