Executive Guidance for 2012 | Assessing Global Readiness: Adapting the Corporate Core to New Markets
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Results
Those activities rated as either low effectiveness + high impact or low effectiveness + medium impact represent activities in which the company's performance is weak. Because these activities hold significant potential for the company, executive teams should focus on developing strategies to improve progress toward the stated performance standard.
Activities rated as either medium effectiveness + medium impact or low effectiveness + low impact fall into a category for which the implied effort to be effective is balanced with the potential impact on the firm's performance. Teams should defer action until conditions change.
Activities rated as medium effectiveness + high impact are opportunities for focused improvement. Firms are close to meeting the standard but need to make incremental improvements. Teams should identify the immediate and incremental steps necessary to improve performance to best-in-class levels.
Three combinations of effectiveness and impact ratings identify activities that require careful reassessment and consideration by executive teams: high effectiveness + medium impact, high effectiveness + low impact, or medium effectiveness + low impact. Teams must examine these activities with modest impact scores to ensure the costs and benefits are balanced.
Activities rated as high effectiveness + high impact are the essential elements of the new global corporate core and provide a strong foundation for the firm's globalization efforts. Strengths should be maintained and, where possible, exploited to accelerate development of other key activities.
CURRENT EFFECTIVENESS
HIGH—We consistently meet or exceed the stated performance level.
MEDIUM—We occasionally meet the stated performance level, but improvement is needed.
LOW—We do not meet the stated performance level.
POTENTIAL IMPACT
HIGH—Meeting the stated performance level will have (has had) a strong positive effect on our business performance.
MEDIUM—Meeting the stated performance level will have (has had) a moderate positive effect on our business performance.
LOW—Meeting the stated performance level will have (has had) a negligible effect on our business performance.
Clear and Consistent Communication of Strategy
Standard: We have clearly communicated our unique strategy for winning in key markets to all employees.
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Standard: Our employees understand how their activities and objectives relate to our strategy.
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Standard: Key investors are aware of our messages regarding global strategy and operations, and we have taken steps to make our messages more specific and credible.
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Proactive Identification and Management of Risk
Standard: We clearly map market-specific risks, and we monitor interdependencies among risks in multiple markets.
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Standard: We quickly intervene in a coordinated fashion to mitigate the greatest risks, and local management understands its role in crisis management.
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Standard: We have determined which ethical standards are nonnegotiable and applicable to all markets as well as which standards can be set locally (in accordance with fundamental firm values).
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Standard: We have articulated consistent global, ethical norms, but we adapt our strategies and materials for communicating these norms to reflect local cultures and communication styles.
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Corporate Management of Global Talent
Standard: We have identified the talent segments vital to our strategy globally, and we have developed specific programs to attract and retain key talent in our most important markets.
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Standard: We have a unique and well-understood employment value proposition (EVP) at both the global and local level. Our EVP in emerging markets is locally relevant and supported by publicly visible activities that resonate with local employees.
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Standard: We provide compelling development opportunities, internal mobility, and clear career paths for the best local talent.
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Standard: We understand how work is completed effectively in our company, and we are eliminating unnecessary organizational and cultural barriers to productivity.
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Standard: We identify, enable, and promote leaders who minimize global complexity and collaborate broadly across the organization.
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Effective and Agile Allocation of Capital
Standard: We depoliticize our funding decisions by using clear investment and exit criteria that are applied consistently and globally.
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Standard: We maintain residual control over major investments by rigorously reviewing progress against plans and current market conditions against original assumptions.
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Standard: In addition to incorporating relative levels of political and economic risk in our investment decisions, we understand the specific capabilities required to manage those risks, and we screen investments accordingly.
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Accelerated Collaboration and Innovation
Standard: We motivate and link global innovation efforts by identifying and routinely communicating key themes for our innovation activity.
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Standard: We challenge and engage our emerging market staff by involving them in our highest-value innovation work.
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Standard: We have a strategy that both protects our intellectual property and allows globally dispersed staff to access the resources necessary to innovate.
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Standard: We have tools that support rapid collaboration across geographic boundaries, such as frameworks (archetypes) to facilitate the identification of underlying market similarities, crowdsourcing platforms, or insight transfer workshops.
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Globally Aligned Delivery of Technology Solutions
Standard: We surface internal and external drivers of business strategy and translate them into the IT architecture and capabilities required for the business.
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Standard: We ensure global end-user input at the earliest stages of system design, and we have formal processes to sustain user engagement.
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Standard: We make risk assessment scalable by assessing vulnerabilities in critical business processes, not just in technologies.
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