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Harvard Business Publishing
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Abstract
Growing a global organization is like growing a garden: there must be a proper fit between organization and environment. Achieving that fit means starting by decomposing the corporate center. Global companies need several regional headquarters. They must also make sure their far-flung managers have a shared identity, which comes from instilling a shared set of values. Global competitors invest in markets for the long haul. The shortsightedness of governments or the short-term setbacks of a downturn shouldn''t prevent a company from considering the whole world a garden, ready for cultivation.
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Abstract
Growing a global organization is like growing a garden: there must be a proper fit between organization and environment. Achieving that fit means starting by decomposing the corporate center. Global companies need several regional headquarters. They must also make sure their far-flung managers have a shared identity, which comes from instilling a shared set of values. Global competitors invest in markets for the long haul. The shortsightedness of governments or the short-term setbacks of a downturn shouldn''t prevent a company from considering the whole world a garden, ready for cultivation.