The decision to duplicate organizational operations overseas and seek a greater economy of scale is becoming an increasingly common operational strategy aimed at expanding market share. Globalization increases competitive advantage through expanded market reach and an international influence.
5. REFERENCE
• Cabrera, Á. (2014, July 23). What Being Global Really Means. Retrieved from
https://hbr.org/2012/04/what-being-global-really-means
Editor's Notes
The decision to duplicate organizational operations overseas and seek a greater economy of scale is becoming an increasingly common operational strategy aimed at expanding market share. Globalization increases competitive advantage through expanded market reach and an international influence. As companies grown and saturate their domestic markets the consideration arises to test the international waters and continue to expand and command market growth. The reasons firms globalize can reach beyond a distended revenue stream and systematically focus on social responsibility setting virtuous goals for the company. In many ways with the changing demographic of the workforce this is becoming a necessity for companies, and top talent employees are starting to base the decision as to who they want to work for off the socially responsible goals of firms. The reason for globalizing are simple, to be competitive and grow. To successful globalize requires strong leadership.
Global leaders build bridges and connect resources to bring together an abundance of multi-cultural talent. The global mindset is one that is driven by a curiosity and a desire to discover through strategic thinking, adaptability, awareness and a cultural integration that aligns the minds of globally diverse talent. They break down political barriers and connect global talent to create value.
The global mindset allows leaders to connect with individuals and organizations across boarders. Their entrepreneurial spirit equips them to create value through those connections. And their citizenship drives them to make a positive contribution to the communities they engage with.
Training is key to successful operations in the global market and an openness to other cultures without the bias of stereotypes. Assumption of how a culture is or what they may be good at can debilitate success within the global market.
No matter the year or the generational differences, the global market place will always bare success by the placement of open-minded, curious and driven individuals. The common theme behind global success is the right people in place to drive corporate success. Locality loses is meaning if team members are inept in cross-sectoral communication.
