This document discusses running a large, global Fortune 500 company with agile principles and enabling global mobility of employees. It advocates abolishing managerial control over employees and allowing free movement across teams, functions, and geographies. This kind of global mobility would double company revenues by boosting innovation, collaboration, skills development and emergent strategies. However, financial incentives should not be the focus long term. Instead, leadership development, global perspectives, and innovation should drive mobility. Global mobility is critical for companies to survive through innovation but its benefits are not always easily measured.

1. *
“Running an Agile Fortune 500 Company”
Aditya Yadav, aditya.yadav@gmail.com
in.linkedin.com/in/adityayadav76

2. * A Typical Global Company
* Fortune 500/1000
* 200 Divisions
* 40 Countries
* 25000 Employees
*

3. *
@ Acme Inc.

4. * Original Question “Our BRICS & Global Strategy
is basically Global Delivery and since we are
not a body shop we shouldn‟t be allowing
Global Mobility!”
* The Correct Question - “What are our Business
Goals? Lets analyze if Global Mobility is
warranted in that context.”
*

5. *
And The Philosophy Behind The Answer

6. * I will ask my men to get in touch with your men... –J
* Managers want to control their Team Members
* Managers control the entire career of their Teams in the Organization
* Managers approval required for Release from the Team
* Managers recommendation required for application to Another Team/Geo
* Team Members are free to quit the company but they cannot move to another Team/Project
* Team Members eventually choose to convert themselves into Free Riders and barely work or innovate till they Retire from the Team/Division.
* Rule: Policy should dictate 1 yr commitment from a new hire and 6 month project commitment for a continuing employee
* Beyond which everything is Free and Fair
* Mobility Across Teams
* Mobility Across Geo‟s
* Mobility Across Function‟s…
* Employee is Mostly Responsible For His Own Career Development
* All you need is
* Open Internal Job Boards & Access to Resource Managers across Geo‟s
* Transparency
* Optin Culture for Employees
* Abolish Managerial Control and Need For approvals
* Globally Mapped Corporate Structures, Roles and Hierarchies Globally Across the Company
* Global Mobility Team to Enable the Actual Movement
*

7. * A global labor market with no immigration controls
could more than double worldwide GNP [Bob Hamilton
and John Whalley, 1984]
* A 5% increase in immigration quotas could boost world
GNP by 1%+
* Which is 2x more than all possible gains from all other
forms of Absolutely Free Trade
* Nations Regulate Mobility
* Passport & Visa controls
* National & International Security
* Outsourcing Regulations & Incentives
* Local Job Protection
*

8. * Has no such limitations to warrant Restricting Global Mobility
* Low Skilled Labor Movement can be counter beneficial to the Host
Economy and Organization, Reduction of Sustainable Living Salary‟s
and Jobs Markets
* But Knowledge Companies with Knowledge Worker Mobility can only
benefit
* To the Tune of Doubling their Revenues Globally with absolutely free
global mobility
* Boosting Ideation, Cross Pollination, Perspectives, Up skilling, Higher
Business Success Rates, Employee Experience &
Satisfaction, Globalization and Localization, and Innovation (The
Reason Global Knowledge Based Companies Exist)
* And it is guaranteed to result in The Best Global Emergent Strategies
and The Best Leaders you could possible ever hope to create
*

9. * When emigrating from a developed country to a developing country
* Would you categorize it as a Hardship Posting?
* You need to make a critical decision - Expat Salaries Yes/No!
* Though counter intuitive financial incentives work only in the short term as an emergency measure and
its ok to use them that way for a while or to seed the Global Mobility Initiative
* But they have extremely distorted and regressive effects on the ecosystem
* The idea is to focus on
* Leadership Development
* Innovation & Collaboration
* G-Local Learning
* Travel And See The World – Global Perspective
* Become a BRICS & Emerging Market Strategist
* A 3 year term!!! ( ;-) Didn‟t really wanted to use this term) e.g. a necessary condition for
promotion to Leadership Roles
* …
* Exorbitant Expat Salary Expenses and Administrative Burden are two reasons why global companies have
abandoned Global Mobility Programs…
* Think before establishing Expat Salary Incentives
*

10. * Your Company Can Only Survive With Innovation
* And For Employees “Innovating is Really Optional”
* Nobody can Force Employees To Innovate
* If they don‟t want to, or
* Feel there is no sizable benefit for them, or
* If disengaged or
* If they believe that the organization doesn‟t deserve the innovations and should get the minimum
of what‟s expected from them
* Global Mobility is the Strongest Global Innovation & Leadership Enabling Intervention
* And it costs virtually nothing in the long term
* Operational Managers are the First Ones to cut the Global Mobility Initiatives because its benefits
cannot be measured with a direct attribution in financial terms in the short term.
* Global Mobility like R&D should be categorized as The Backbone of the Organization, a sort of Public
Goods that the Government provides which no one wants to pay for „providing‟ but everyone needs and
benefits from it.
* Such initiatives shouldn‟t be curbed unless the organization is on the borderline of survival and
existence.
* The Decision is Yours!!!
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11. Aditya!!!
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