McDonald's Corporation is the leading global food service retailer with more than 34,000 local restaurants and serving nearly 69 million people in 119 countries each day (aboutmcdonalds.com, 2013). McDonald’s Corporation has restaurants on every continent. It has 8255 restaurants in the Asian Pacific Middle East and Africa region. (Lichter, 2009).
McDonald’s Corporation has a long history and clear vision of cultural diversity. “At McDonald’s, diversity and inclusion are part of our culture – from the crew room to the board room. We are working to achieve this goal every day by creating an environment for everyone to contribute their best” (aboutmcdonalds.com, 2013).
A seven-year study from 2002-2009, to better understand the mix of interventions, public and private, needed to increase racial/ethnic diversity in medical schools, particularly among applicants, acceptants, matriculants, and graduates who are underrepresented in medicine.
Six Blue Data State Of The Art Of mICT 20090630SixBlue Data
"State of the Art of mobile Information-Communication Technology" - presented at Save the Children Health conference at Norwalk, CT 30 June 2009 by David Isaak of Sixblue Data. http://www.sixbluedata.com
McDonald's Corporation is the leading global food service retailer with more than 34,000 local restaurants and serving nearly 69 million people in 119 countries each day (aboutmcdonalds.com, 2013). McDonald’s Corporation has restaurants on every continent. It has 8255 restaurants in the Asian Pacific Middle East and Africa region. (Lichter, 2009).
McDonald’s Corporation has a long history and clear vision of cultural diversity. “At McDonald’s, diversity and inclusion are part of our culture – from the crew room to the board room. We are working to achieve this goal every day by creating an environment for everyone to contribute their best” (aboutmcdonalds.com, 2013).
A seven-year study from 2002-2009, to better understand the mix of interventions, public and private, needed to increase racial/ethnic diversity in medical schools, particularly among applicants, acceptants, matriculants, and graduates who are underrepresented in medicine.
Six Blue Data State Of The Art Of mICT 20090630SixBlue Data
"State of the Art of mobile Information-Communication Technology" - presented at Save the Children Health conference at Norwalk, CT 30 June 2009 by David Isaak of Sixblue Data. http://www.sixbluedata.com
At present, the state-of-the-art supplies for conducting a face-to-face design thinking workshop typically consists of self-stick notes and stickers, markers, and whiteboards. However, this analog way of working is incongruent with the realities of global software companies, where most products and services are developed by distributed teams. This paper explores the process of facilitating remote design thinking workshops, using information technology and communication tools. The paper is based on a participatory action research undertaken by the author as a part of the doctoral thesis - ‘a study on an approach to prepare the organization mindset to build design-led innovation culture to become a customer-centric and future driven software company’ in the Indian IT sector. The participating company realized the innovation breakthroughs using design thinking can happen only when their organization can collaborate across disciplines, silos, time zones; and were looking for a solution to scale design thinking in their organization. KEYWORDS: Collaboration, Digital Design Thinking, Distributed Teams, Innovation, Remote Design Thinking, Scale Design Thinking
Published in International Research Journal of Marketing and Economics ISSN: (2349-0314) Impact Factor- 5.779, Volume 5, Issue 7, July 2018
In this fast moving world, outsourcing is considered to be a primary part as business wanted to concentrate on their core assessment along with managing cost.
Read More...
http://goo.gl/HTEfrt
The US Department of Energy (USDOE) and the Alliance to Save Energy hosted an Asia Pacific Partnership on Clean Development and Climate (APP) Zero Energy Homes Workshop at the Alliance’s offices on September 22 – 23, 2009.
The translation industry has undergone a paradigm shift every decade since 1980, but none was as big as the one we are facing now. We are entering the Convergence era: automatic translation will be a utility embedded in every app, device, sign board and screen. Businesses will prosper by finding new customers in new markets. Governments and citizens will connect and communicate easily. Consumers will become world-wise, talking to everyone everywhere as if language barriers never existed. It will not be perfect, but it will open doors and break down barriers. And it will give a boost to the translation industry, which will be chartered to constantly improve the technology and fill the gaps in global communications. In this interactive opening session Jaap van der Meer zooms in on the choices we are facing and the decision factors that help us make planning for an uncertain future opportunistic and profitable.
How to Create an Authoring Infrastructure that Supports 24/7 Global Content D...Emmelyn Wang
McKinsey has published several articles following the need for digital content in Asia.
Internet usage is poised for explosive growth across Asia, driving massive consumer demand for digital content and services. The biggest challenge for businesses hoping to meet this demand is how to make money will while creating low-cost content. Let’s consider how technical communication professionals on this side of the world can contribute to this growing need.
How do we fit in the picture and take part in this conversation?
What value is gained and what lessons can we learn from the high volume of interactivity?
How do we apply TC principles to technologies and organizations poised for growth in
developing countries?
How do you create an authoring infrastructure that supports 24/7 content development?
Strategic value chain collaboration management case studyCharlie Chen
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At present, the state-of-the-art supplies for conducting a face-to-face design thinking workshop typically consists of self-stick notes and stickers, markers, and whiteboards. However, this analog way of working is incongruent with the realities of global software companies, where most products and services are developed by distributed teams. This paper explores the process of facilitating remote design thinking workshops, using information technology and communication tools. The paper is based on a participatory action research undertaken by the author as a part of the doctoral thesis - ‘a study on an approach to prepare the organization mindset to build design-led innovation culture to become a customer-centric and future driven software company’ in the Indian IT sector. The participating company realized the innovation breakthroughs using design thinking can happen only when their organization can collaborate across disciplines, silos, time zones; and were looking for a solution to scale design thinking in their organization. KEYWORDS: Collaboration, Digital Design Thinking, Distributed Teams, Innovation, Remote Design Thinking, Scale Design Thinking
Published in International Research Journal of Marketing and Economics ISSN: (2349-0314) Impact Factor- 5.779, Volume 5, Issue 7, July 2018
In this fast moving world, outsourcing is considered to be a primary part as business wanted to concentrate on their core assessment along with managing cost.
Read More...
http://goo.gl/HTEfrt
The US Department of Energy (USDOE) and the Alliance to Save Energy hosted an Asia Pacific Partnership on Clean Development and Climate (APP) Zero Energy Homes Workshop at the Alliance’s offices on September 22 – 23, 2009.
The translation industry has undergone a paradigm shift every decade since 1980, but none was as big as the one we are facing now. We are entering the Convergence era: automatic translation will be a utility embedded in every app, device, sign board and screen. Businesses will prosper by finding new customers in new markets. Governments and citizens will connect and communicate easily. Consumers will become world-wise, talking to everyone everywhere as if language barriers never existed. It will not be perfect, but it will open doors and break down barriers. And it will give a boost to the translation industry, which will be chartered to constantly improve the technology and fill the gaps in global communications. In this interactive opening session Jaap van der Meer zooms in on the choices we are facing and the decision factors that help us make planning for an uncertain future opportunistic and profitable.
How to Create an Authoring Infrastructure that Supports 24/7 Global Content D...Emmelyn Wang
McKinsey has published several articles following the need for digital content in Asia.
Internet usage is poised for explosive growth across Asia, driving massive consumer demand for digital content and services. The biggest challenge for businesses hoping to meet this demand is how to make money will while creating low-cost content. Let’s consider how technical communication professionals on this side of the world can contribute to this growing need.
How do we fit in the picture and take part in this conversation?
What value is gained and what lessons can we learn from the high volume of interactivity?
How do we apply TC principles to technologies and organizations poised for growth in
developing countries?
How do you create an authoring infrastructure that supports 24/7 content development?
Strategic value chain collaboration management case studyCharlie Chen
This paper aims to analyze the success business case of a global organization implemented strategic value chain collaboration network which enables them to achieve competitive advantage in the industry.
Aristocrat has the reputation as a highly successful global organization in international gaming industry.
The company has maintained its growth momentum for over a decade. It also had a great overall performance in year 2014 with a profit $118.1 million after tax, which represents a 10.2% increase in the reported terms The firm is in a good shape from finance perspective.
Chief Executive Office and Managing Director Mr. James Odell expects a significant growth in total recurring revenues in the near future.
After studied several years’ annual reports of the organization, the author believes the management team of the organization did every possible good business practice, recommended by the text book, from business operational perspective. However the author also believe there are many external challenges which are threatening the prospect of this organization.
The Global games market will reach $102.9Bn in 2017, driven by 10 innovative movements in gaming industry (Newzeroo gaming market research, 2015).
The global gaming market has never been so full of competition. Mobile, social, online and virtual reality gaming technology have been growing tremendously over the past several years and has dramatically shape the global gaming market. Thanks to the internet these days company can be based any corner of the planet but have its customer virtually anywhere of the planet. The gaming industry will change forever.
This business report aims to examine the challenge that emerging Cloud-Computing brought to IT industry and IBM. The author will use SWOT and revised Yip’s framework to analyze and identify the competitive strengths and weakness of IBM. The final section of this report will provide strategic recommendation and end user expectation.
The objectives of this analytical report are:
• Industry analysis of entrepreneurship ecosystem of Philadelphia region and great Sydney region
• Utilize Porter’s 5 forces analytical tool to analysis the 5 forces of entrepreneurship ecosystem accelerator/incubator business in great Sydney region.
• Provide constructive recommendation to UTS management team of how to utilize university strengths and take initiative to lead innovation and support entrepreneurship ecosystem in great Sydney region as what Temple University did in Philadelphia.
Business analysis and strategy recommendation of jucCharlie Chen
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Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
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Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
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1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Business Valuation Principles for EntrepreneursBen Wann
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Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Putting the SPARK into Virtual Training.pptxCynthia Clay
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1. 1 | P a g e
A Successful Story of a Culture Diversity Work Group in a Global
Organization
Organization Background
McDonald's Corporation is the leading global food service retailer with more than 34,000
local restaurants and serving nearly 69 million people in 119 countries each day
(aboutmcdonalds.com). McDonald’s has restaurants on every continent. It has 8255
restaurants in the Asian Pacific Middle East and Africa region. (Lichter, 2009).
McDonald’s Corporation has its long history and clear vision of culture diversity. “At
McDonald’s, diversity and inclusion are part of our culture – from the crew room to the
Board Room. We are working to achieve this goal every day by creating an environment for
everyone to contribute their best” (aboutmcdonalds.com, 2013).
Overview of the Challenges
In early 20th century, McDonald’s global Information and Communication Technology (ICT)
organization was facing enormous challenges. Its fast growing business especially in newly
emerged countries, requires centralized data centre which can host company’s many newly
developed mission critical client/server applications (such as global CRM, McDonald’s
unique New POS system, etc.) and vast growing business data. In order to achieve the above
objectives, McDonald’s global ICT organization had to transform the organization’s
standalone (country independent) data network infrastructure to a unified global scale private
Wide Area Network (WAN) which was able to link each country’s head office Local Area
Network (LAN) as well as to provide network connectivity to each store within countries.
The critical aspect of this strategic transformation was a unique WAN infrastructure (in a
global scale) which can provide cost effective ICT shared data communication service to 121
countries head office and 30,000+ restaurants. There was no global organization that has ever
been able to achieve this kind of objective with such large scale and complexity.
Analysis and Interpretation
Senior leadership team of McDonald’s global ICT organization firmly believed the value of
diversity and believed the organization need to have a culture diverse global ICT
infrastructure group to lead this strategic global ICT infrastructure transformation. They
believed the culture diverse technical leadership group would be able to achieve the ultimate
2. 2 | P a g e
goal of designing and implementing an enterprise class, cost effective, global private WAN
infrastructure which would technically meet the organization’s WAN data traffic requirement
and at the same time it would be financially affordable for each country.
This group consisted ICT technical experts from different regions (continents) who had
diverse culture background and would be able to brought their local/regionalized knowledge
and ICT technical expertise as well as seamlessly accessing different regional resources
which ultimately would enhance the group’s creativity (Podsiadlowski et al., 2013) and help
them to resolve many obstacles(complicate challenges) during the journey of designing and
implementing a unique McDonald’s enterprise private WAN in a global scale. The senior
leadership team of McDonald’s corporation also aware of the risk of mixing individuals from
high context culture and low context culture (Buchanan and Huczynski, 2010) and negative
aspects (such as geographic location of each member, personality conflicts and
communication barriers) of a cultural diverse work group. However, they believed that
McDonald’s Corporation has its “organizational practices for managing people to maximize
potential advantages of diversity and as policies for recruiting and retaining talent from
different backgrounds”(Podsiadlowski et al., 2013) which would overcome these obstacles.
The Author joined McDonald’s Global ICT infrastructure management group in 2001 as Asia
Pacific, Middle East and Africa regional network services manager and was responsible for
the technical and management aspect of this global program.
The team also consisted Northern America regional network services manager (responsible
for US and Canada region), Latin America regional network services manager and Europe
regional network services manager. Each of them came from different continents and had
complete different culture backgrounds. As Ely and Thomas (2001)stated that diversity is a
characteristic of groups of two or more people and typically refers to demographic
differences of one sort or another among group members”(Thomas, 2001). Obviously,
McDonald’s Global ICT infrastructure management group is a typical culture diverse work
group.
The first challenge facing this group was communication. Paradoxically, language was not
the issue. They all speak fluent English, but since they were all physically located in different
regions/countries and subsequently in different time zones, the lack of verbal communication
and visual contact time were big issues particularly in the first 6 months after the group was
established. In order to overcome this challenge, this group leveraged all the modern
3. 3 | P a g e
telecommunication technologies, which they could get their hands on, and developed a
flexible teleconference meeting time table (rostered the weekly meeting time) which
minimised the impact of time zone and maximized the verbal communication for members of
the group. The group also scheduled a 3-4 time group development activity every year. The
venues of those group development activities would be in different regions/countries. This
method dramatically reduced culture categorization within the group and quickly brought
group members close to each other. The group members also had chances to get familiar with
other peer’s region every time they had their group activity. Based on author’s observation, as
Giambatista and Bhappu (2010) suggested, group members increased friendships between
each and got familiar with each others personalities after they met each other. Group
member were motivated to bond with each other in the group development activities
(Giambatista and Bhappu, 2010). Those methods had successfully overcome the obstacles
which this group faced and enhanced the group’s decision-making effectiveness.
The second challenge was the technical and finance aspect of the original enterprise private
WAN solution architecture-global mesh? WAN architecture. It required high bandwidth and
high quality private WAN telecommunication connectivity in each region and country. In
order to have private WAN telecommunication connectivity, each country had to purchase
very high cost private WAN telecommunication connectivity from local Telecom in Asia
Pacific, Middle East, Africa region and other developing regions (i.e. Latin America region).
This financial burden made the original McDonald’s enterprise private WAN architecture
solution unsustainable from cost point of view. McDonald’s Corporation is in low margin
business. It is impossible for the organization to implement any technology solution without
sustainable Return on Investment (ROI). As a matter of fact, right or wrong approach to
resolve this challenge may also determine the existence of this group. In order to overcome
this obstacle, the group had to create an alternative/new enterprise private WAN architecture
which would be very cost effective compared with the original one. This was a tough task.
One of the team members had proposed a complete new enterprise class virtual private WAN
architecture design. Inevitably his recommendation had tricked a long, serious team
discussions and arguments. The original private WAN architecture design was based on well-
known technology and had been successfully deployed in developed regions and countries of
McDonald’s (i.e. Northern America region and Europe region). The new/alternative virtual
private WAN architecture was hardly known at that time and had never been used in a large
global scale anywhere. The group had to decide either to use high running cost original
4. 4 | P a g e
private WAN architecture in developing regions and countries or to change the original
design and use the new/alternative, lost cost, virtual private WAN architecture in developing
regions and countries. This became a great test to this culture diverse group as well as to
each of its member.
WAN Architecture Pros Cons
Mesh (Private WAN) Simple Architecture
Store direct connect to
regional/global data centre
Lower WAN latency between
store and data centre
Requires High WAN
bandwidth in each country
Requires High quality
private WAN service
(unable to leverage ADSL
WAN Technology)
High ongoing administration
overhead from WAN
management perspective
High monthly cost
Requires expensive device
In data centre
Hub and Spoke
(Virtual Private WAN)
Complicate Architecture
Store (spoke) connected to each
country head office (Hub)
Requires lower WAN bandwidth
in each country (able to leverage
new ADSL WAN technology in
developing country)
Much lower monthly cost
Not require expensive devices in
data centre
Higher WAN latency
between store and data
centre
Never been used in large
global scale
Table 1. Mesh Private WAN Architecture vs. Hub and Spoke Virtual Private WAN Architecture
After over 10 months technology assessments and many long philosophical discussions, the
global ICT infrastructure management group eventually agreed to start small scale trail of the
new/alternative virtual private WAN architecture. The small scale trail was very successful. It
removed all the technical obstacles as well as financial obstacle of implementing McDonald’s
enterprise class WAN infrastructure in developing region. The new cost effective enterprise
virtual private WAN architecture eventually became McDonald’s next generation global
private WAN architecture standard. This innovated global virtual private WAN architecture
helped McDonald’s global ICT organization established its sector leader position (in the fast
food industry) from global ICT infrastructure perspective. It enabled McDonald’s corporation
seamlessly transferred their old/obsoleted global ICT infrastructure to new/modern global
5. 5 | P a g e
ICT infrastructure with significant cost saving and at same time leveraged new
telecommunication technology in a large global scale.
Summary and Conclusion
The author had observed strong agreeablenessdiversity as well as openness diversity co-
existed and correlated within the group even each member of the group came from completed
different culture background and has distinguished personalities. Member of this group
respect each other’s personalities, culture and technical expertise. Members of this group trust
each other and enjoy each other’s company. There was strong brotherhood existed inside the
group. Even they have different view with some of the subjects, the group discussion always
filled with helpful and creative suggestions. The high level of agreeablenessthat demonstrated
by the team leader had made this strategic global WAN architecture change become possible.
The coexisted agreeableness and openness diversities had played a very important role which
eventually enabled the group to make one of the most important decisions for the
organization as well as for themselves.
The author also observed that individuals within this group who were able to offer unique and
high relevant categories of knowledge/expertise that was also a critical elements for the
success of the group. The author observed many evidences of greater levels of openness
among introvert and extravert individuals which have promoted effective balance between
divergent and convergent thinking that associated with greater performance (Giambatista and
Bhappu, 2010).
Interestingly enough, the author seemed unable to find significant traces of ethnic diversity
within this group even each of the member came from complete diffident culture background,
region and race. As a matter of fact, it was really hard to find any tangible evidence that can
prove the existence of ethnic diversity within the group even with the view of it may
encompasses other diversity (Giambatista and Bhappu, 2010). The author believes the strong
brotherhood and close bind between the members of group had overpowered the ethnic
diversity within the group.
The positive contribution to the group decision making process of agreeableness diversity
also contradicted with the view of it had significant and negative effect on group creativity
(Giambatista and Bhappu, 2010). The author observed the correlation of conflict and
compromise during the critical decision making process. It appears to be a healthy organism
of the decision making process as long as each group member not taken them personally.
6. 6 | P a g e
This real life diversity work group case does support some diversity scholars’ view that
everyone can benefit from a diverse work environment (large or small), the organization as
well as its employees (Podsiadlowski et al., 2013). As a member of this diversity work group,
the author had learnt a lot from peers and group leader and the author believes his colleagues
of this group felt the same way.
This real life story of a successful culture diverse work group in the global organization has
proved that cultural diversity brings new ideas and different knowledge to the workforce,
which are critical to the success of the business. cultural diversity helps us to develop new
skills and cultural diversity helps us to become more innovated (Podsiadlowski et al., 2013).
My literature research and real life experience made me believe that successful culture
diverse work group requires: high level of collaboration between group members, ability to
leverage modern communication technologies to enhance verbal and visual communication
between team members, balanced agreeableness and openness diversities aspects and the
most important was that everyone thoroughly understand and share the same vision and had a
common goal. The success of creating an innovated global virtual private WAN architecture
by McDonald’s culture diverse global ICT infrastructure group was the strong evidence
which support that organization can benefits from culture diversity from integration-and-
learning perspective (Barinaga, 2007).
References:
aboutmcdonalds.com, 2013, viewed 20 April 2013,’Inclusion & Diversity’,
http://www.aboutmcdonalds.com/mcd/our_company/inclusion_and_diversity.html
BARINAGA, E. 2007. 'Cultural diversity' at work: 'National culture' as a discourse
organizing an international project group. Human Relations, 60, 315-340.
BUCHANAN, D., AND HUCZYNSKI, A. (eds)2010, Orgnizational Behaviour, Pearson
Education Limited, England
CRISP, R. J. & TURNER, R. N. 2011. Cognitive adaptation to the experience of social and
cultural diversity. Psychol Bull, 137, 242-66.
GIAMBATISTA, R. C. & BHAPPU, A. D. 2010. Diversity’s harvest: Interactions of
diversity sources and communication technology on creative group performance.
Organizational Behavior and Human Decision Processes, 111, 116-126.
LICHTER, A. 2009. McDonald’s approach to cultural diversity.
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