Many international business leaders consider global thinking is desirable, but few know how to implement it throughout the company. Corporate global thinking is different from how some managers think globally. This is the case in the first place. But global thinking should be integrated into the organization, so that everyone knows how to handle a tug of war between local responsiveness and corporate performance. Two professors at Northeastern University have studied global companies and found that raising the corporate global mindset behind the will to do it. IBM has made the most progress. Having initially overestimated global consistency, she learned to take a more flexible approach, the adoption of global policy development team, global knowledge networks, and appropriate measures of performance. Unfortunately, many U.S. officials see globalization as conducting standardized products through a centralized decision-making. For the benefit of global consistency, they are often not able to provide the local cooperation. After a global mindset, corporate decision-making processes are becoming more permeable to outside influences of the country. The authors show how managers can determine when the issue requires a locally adaptive response when he calls for a globally coordinated response, and when the two elements are necessary. Corporate global mindset is essential to motivate diverse and sprawling labor and give it a common goal. "Hide
by Thomas M. Begley, David P. Boyd Source: MIT Sloan Management Review 10 pages. Publication Date: December 1, 2003. Prod. #: SMR094-PDF-ENG
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