GlobeOp employed in all of its offices-London people over 1,700, New York, Dublin, Ireland, the Cayman Islands, Harrison, New York, Hartford, Connecticut, and Mumbai, India. The truth is, two-thirds of the workers of the business were based in India by 2008.
In terms of services to its clients, GlobeOp handled a wide-ranging palette of services post-performance of a commerce. By 2008, GlobeOp had defined functional direction with procedures, and developed the technology to support processes and such people. But the road to that point had not been simple. Typical of many growth firms, GlobeOp had faced several internal and external challenges that tested the skills and tenacity of its management team. On the product side, additionally, target new clients, which required a new emphasis on marketing and sales and GlobeOp had begun to unbundle its products. As Hufschmid reflected on the company's route, he wondered whether he and his team had made all the optimal decisions while growing the company, and more significantly, how to map out the future of GlobeOp, given his desire for growth and ongoing improvement.
PUBLICATION DATE: March 23, 2009 PRODUCT #: OD6B-HCB-ENG
This is just an excerpt. This case is about GLOBAL BUSINESS
Related Case Solutions & Analyses:
Reengineering a Business Process
Northern Telecom (A): AdVantage & DisadVantage
Poletown Dilemma: The Outcome
Federal Express: The Money Back Guarantee (B)
Dennis Hightower and the Walt Disney Co. in Europe
McDonald’s Twitter Campaign: Hype Versus Reality
Drilling South: Petrobras Evaluates Pecom
EXTRA-TRAINING I-DEALS: A WIN-WIN-WIN-WIN PROCESS
BUILDING EMOTIONAL ENERGY FOR RENEWAL: NISSAN
JAMAICA PRODUCERS GROUP – TURNAROUND USING DYNAMIC CAPABILITIES
