IMCI Keynote Address_AM_Jan'15
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The document discusses competing in a globally networked environment. It suggests factors like innovation, leadership, skill development, and sustainability tools can help. Specifically, it notes the importance of intrapreneurship, developing global leadership roles, scaling innovations through new business models, and building an inclusive culture with a focus on social responsibility. The document also provides examples of how large companies have strengthened capabilities and transformed through these factors over time.
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Globalization, the ongoing process of interdependence and integration of economies, societies,
and cultures that occurs through a worldwide network of global communication and trade, has
rapidly developed over the past 25 years to the point where it is a reaiity today (Mendenhall,
Osland, Bird, Oddou, & Maznevski, 2008). It has become widely accepted that "the world is
at once borderless, multicultural and a burgeoning hybrid of cultures. Expanded tourism, the
dissemination of pop culture, global migration, Internet communities—all these have led to
unprecedented worldwide connectedness" (Rosen, Digh, Singer, & Phillips, 2000, p. 22).
Not only is it true that "the world isfiat" (Friedman, 2005, p. 5), but theworld is also one of "...high chaos
and continuous change" (Marquardt &
Berger, 2000, p. 1), in which a rapidly grow-
ing number of companies "operate as if the
entire world were a single entity" (Marquardt
& Berger, p. 4). Eormer U.S. Secretary of
Labor Robert Reich (1991) declared in his
book The Work of Nations, "We are living
through a transformation that will rearrange
the pohtics and economics of the coming cen-
tury. There will be no national products or
technologies, no national corporations, no
national industries. There will no longer be
national economies" (p. 3). The reality of
globalization means that the world has
become so interconnected that "the only way
to succeed is by competing with everyone
from everywhere for everything. Starting
now" (Sirkin, Hemerling, &C Bhattaccharya,
2008, p. 20).
This high degree of interconnectedness,
which is being brought about through the
impact of technology on communication,
knowledge creation and information sharing
(Marquardt & Berger, 2000) in today's orga-
nizations, is combining with the chaos and
continuous change of today's business envi-
ronment to create a highly dynamic, complex,
borderless, multicultural context within
which businesses must learn to operate or
suffer the consequences (Rosen et al., 2000).
Thus, the challenge of globalization is that
organizations must "adapt or die" (McCal-
lum, 2001, p. 73); "adaptability will be the
characteristic that ultimately most distin-
guishes successful from unsuccessful
enterprises" (p. 74). Organizations must find
constructive ways to adapt to survive, and the
most adaptable organizations—those that
possess a high degree of dynamic capability
(Winter, 2003)—will be best positioned to
explore the possibilities hidden amid the
chaos and to respond with innovative solu-
tions to the complex challenges they face. The
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and cultures that occurs through a worldwide network of global communication and trade, has
rapidly developed over the past 25 years to the point where it is a reaiity today (Mendenhall,
Osland, Bird, Oddou, & Maznevski, 2008). It has become widely accepted that "the world is
at once borderless, multicultural and a burgeoning hybrid of cultures. Expanded tourism, the
dissemination of pop culture, global migration, Internet communities—all these have led to
unprecedented worldwide connectedness" (Rosen, Digh, Singer, & Phillips, 2000, p. 22).
Not only is it true that "the world isfiat" (Friedman, 2005, p. 5), but theworld is also one of "...high chaos
and continuous change" (Marquardt &
Berger, 2000, p. 1), in which a rapidly grow-
ing number of companies "operate as if the
entire world were a single entity" (Marquardt
& Berger, p. 4). Eormer U.S. Secretary of
Labor Robert Reich (1991) declared in his
book The Work of Nations, "We are living
through a transformation that will rearrange
the pohtics and economics of the coming cen-
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technologies, no national corporations, no
national industries. There will no longer be
national economies" (p. 3). The reality of
globalization means that the world has
become so interconnected that "the only way
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from everywhere for everything. Starting
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2008, p. 20).
This high degree of interconnectedness,
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impact of technology on communication,
knowledge creation and information sharing
(Marquardt & Berger, 2000) in today's orga-
nizations, is combining with the chaos and
continuous change of today's business envi-
ronment to create a highly dynamic, complex,
borderless, multicultural context within
which businesses must learn to operate or
suffer the consequences (Rosen et al., 2000).
Thus, the challenge of globalization is that
organizations must "adapt or die" (McCal-
lum, 2001, p. 73); "adaptability will be the
characteristic that ultimately most distin-
guishes successful from unsuccessful
enterprises" (p. 74). Organizations must find
constructive ways to adapt to survive, and the
most adaptable organizations—those that
possess a high degree of dynamic capability
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chaos and to respond with innovative solu-
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Lloyds Banking Group Centre for Responsible Business
IMCI Keynote Address_AM_Jan'15
- 1. IMCI Key Note Address Santosh Shevade, Ashwini Mathur Novartis Healthcare Private Limited, Hyderabad Challenges of Competing in Globally Networked Environment * Views presented are personal and do not necessarily reflect views of Novartis.
- 2. 2 Amitava Ghosh’s review of Prasenjit Duara’s “The Crisis of Global Modernity: Asian Traditions and a Sustainable Future (Cambridge University Press, 2015)” – http://amitavghosh.com/blog/ Duara recognizes that the climate crisis has indeed changed everything and that it is futile to attempt to engage with it through the 19th and 20th century frameworks of economy and governance that created it in the first place. The domain that Duara is gesturing at is that of religious and spiritual tradition: these, he seems to suggest, are Mankind’s last best hope for tackling the climate crisis. In the course of writing this book, I began to wonder if the thorny task of mediating the sacred with reason could be eased if we can recognize that the gap between ideal, project, and effort and its realization may be occupied not principally by faith or belief, but by hope. Consider some of the cases I discussed in the book where reverence and reason were inseparably entwined with hope.
- 3. Agenda 3 What does it mean by Competing in Globally Networked Environment? Some factors that can help... Summary
- 4. Introduction 4 Innovation and Intrapreneurship Leadership and Succession Skill Development Tools for sustainability
- 5. Source: PwC Banking, financial and sovereign debt crises, Demographic pressures, Advances in communication technologies Forces of change • Economic stability • Focus on key markets • Print, television, websites • Blockbuster products Old environment (pre2000) • Economic volatility • Focus shifting to growth markets • Social media • Value-based products New environment (2011-2020+) 5 What does it mean by Competing in Globally Networked Environment?
- 6. 6 What can be some of the enabling factors?
- 7. 7 A case of the giant... Innovation
- 9. Leadership and succession 9 A look closer to home-I
- 10. Leadership and succession 10 A look closer to home-II
- 11. People & Skill Development 11 A case of partnership
- 12. Sustainability 12 Impact of inclusive culture and social responsibility Impact of inclusive culture and social responsibility-Business Case for Inclusion and Engagement By Marcus Robinson, Charles Pfeffer, and Joan Buccigrossi, (2003).
- 13. Summary: Novartis in Hyderabad 13 Evolution... Enhance Capabilities Seamless Teams “Introduce Global leadership roles” “grow scale rapidly” 2007-2010 2011 2012 Hyderabad 2013 Transforming Development ‘Increased end to end accountability’’ ‘’ Scaling Innovations and new business models ’’ Focus on building core capabilities 2014 Globally Integrated site ‘Fully integrated with global development, global leadership capability building’’ Entreprenuership leading into Intraprenuership Skill Development Sustainability Innovation Leadership and Succession
- 14. Personal Guidelines for a Sustainable Future ... 14 Passion Ethics Respect Scientific Excellence Imagination Self-aware Transparent PERSIST
- 15. 15 THANK YOU
- 16. Sources/references 16 Innovation • Case of Giant-Wikiinvest, sales-Om Malik, Getting Hooked Leadership • An insider look- www.forbes.com , www.novartis.com • A look closer to home-Google Trends, TSIIC Website People and Skill Development • A case of partnership-www.lvpei.org Sustainability • Impact of inclusive culture and social responsibility-Business Case for Inclusion and Engagement By Marcus Robinson, Charles Pfeffer, and Joan Buccigrossi, (2003). wetWare, Inc., IBM Institute for Business Values