Globalization: History Repeats

Globalization: History Repeats

Russ Martinelli (Intel Corporation, USA), Tim Rahschulte (George Fox University, USA) and Jim Waddell (Program Management Academy, USA)
DOI: 10.4018/978-1-60960-533-9.ch001
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The strategy to improve business results through globalization has become increasingly common. Success in reaping the business value intended from a globalization strategy is, unfortunately, not as common. As national boundaries blur and everyone grows more connected through global collaboration, the dynamics of organizational life grow more complex. These complexities offer challenge, confusion, and frustration – but also great opportunity! The key to achieving improved business results does not hinge on strategies alone, but also on our ability to effectively lead global product and service development teams to successfully execute the strategies. Those struggling the most are the practitioners who find their historic team leadership practices ineffective in today’s global business model. To effectively lead a global team, one must first understand the forces driving our companies to a global business model. This chapter focuses on the forces that fuel and constrain globalization.
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The pressures from emerging markets, converging markets, technological advances, customer demands, employee demographics, product sourcing, and organizational resourcing have fueled the use and need for distributed work teams, globalization of activities, and the discipline of international management. All of this focus is usually in search of improved business results.

Undeniably, our globe is quickly becoming a smaller, flatter, and a more level playing field on which every sector of business can and does compete. The challenge in front of us, however, is that small, flat, and level are not synonyms with easy or effective. Indeed, competing in the global environment increases complexity and ambiguity which is tempered by significant barriers and challenges for executive managers and global team leaders (Table 1).

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