Tag: Multinational Companies

Going Beyond Great

by Bright Osadiaye, posted in BriSights, Health & Well-Being, Leadership, Management, Personal Development, Workplace Learning
Photo by DS stories on Pexels.com

Greatness is possible. You can do it if you believe in yourself, if you think you can do it.

Greatness is possible if you are willing to do the work. To get there, you have got to change how you see yourself.

And ‘to go beyond great, companies today must do good and maximize their TSI (Total Societal Impact), a goal that over the long term will enable them to also grow shareholder returns.’

‘Attracting and inspiring talented young employees won’t be enough for most companies to meet their talents needs. Companies must take steps to teach their existing workforce new skills and behaviors, what some have termed upskilling.‘

‘In the years ahead, companies must thrive with talent, putting people and their needs first rather than regarding them as resources to exploit.’

‘Companies can’t take their people for granted if they hope to succeed with always-on transformation- they have to make them their central focus.’

‘Transformation must become an always-on proposition, an essential part of operating your business.’

‘Winning at such an endurance contest means building up a fundamentally new kind of transformation capacity inside your organization.’

‘Companies can’t just attend to their people (the heart of traditional, best-practice transformation). They have to make the heart their central focus by attending to purpose, culture, empathy, and leadership.’

‘With change initiatives shifting, overlapping with, and impacting one another, companies and leaders must fundamentally reset their and the organization’s ambitions (the head part of traditional transformation). They must articulate a far broader, more comprehensive understanding of where they’re going over the long term as well as how they’ll prioritize and focus to reach this desired state.’

‘To execute ongoing always-on transformation, companies must double down on agile and build an even nimbler set of hands by cultivating new capabilities and adopting strong governance models.’

‘To go beyond great, leaders must feel comfortable with handling both elements of a binary, and they must help their people feel comfortable as well.’

Source

Arindam Bhattacharya, Nikolaus Lang, and Jim Hemerling (2020). Beyond Great: Nine Strategies for Thriving in an Era of Social Tension, Economic Nationalism, and Technological Revolution

10 ‘Enduring Strategies For Turbulent Times’

by Bright Osadiaye, posted in Health & Well-Being, Improve Academy, Leadership, Management, Personal Development, Workplace Learning
Photo by Gustavo Fring on Pexels.com

‘Public policy and business environment suffer because of globaloney. People with more exaggerated views of the levels of globalization also see globalization as more harmful, fueling pressures for protectionism.’

‘The laws of globalization provide a stable foundation on which strategies can be constructed even in the midst of an antiglobalization backlash.’

‘Since the return of the millennium, growth rates have diverged between advanced and emerging economies, with emerging economies taking of while growth in advanced economies has been sluggish.’

‘While trade may not gain grow twice as fast as GDP over an extended period, there is still large, untapped potential for trade depth to increase.’

‘Since emerging economies lag far behind advanced ones on the depth of their information, people, and capital flows, further development in emerging economies could power large increases in these aspects of globalization.’

‘As globalization has come under pressure, business leaders are thinking through how to adjust their international strategies in response to the changing environment.’

‘Boosting adaptation can help firms deal with globalization- related headwinds.’

‘Adaptation adjusts to differences to expand the score over which aggregation and arbitrage strategies can be successfully employed.’

‘Aggregation exploits similarities across countries to create value from scale and scope economies. This is the primary international strategy for most incumbent multinationals from advanced economies.’

‘Incumbents will need to preserve their aggregation advantages while shoring up weaknesses on arbitrage and becoming better adapted in key emerging markets.’

Source

Pankaj Ghemawat (2018). The New Global Road Map: Enduring Strategies for Turbulent Times