Globalization is reshuffling the organizational charts. Your internal staff, your partners and distribution networks, your outsourced departments and your suppliers, all forms an amazing multi-cultural web of collaboration.
There are obvious challenges to this, but the tools are there, enabling constant communication and exchange of information. However, cultural differences and vague communication can easily diminish the positive effects if not dealt with properly. Expectations vary, habits are different, messages are interpreted differently, and this can create unnecessary misunderstandings and weaken the outcome. Perform can help you identifying the issues, and solve them in a smooth way.
When it comes to building a multicultural team or partner team spread across the globe, managing such a diverse squad can sometimes be difficult. In addition to the usual problems teams face, multicultural teams face a unique set of challenges. Marketing solutions efficiently through them requires international experience and pedagogic skills.
Multicultural leaders are in short supply. As a result, many companies are handicapped by a lack of diverse and multicultural senior management at their home offices. They send also executives overseas who, while they have the right technical and core business competencies needed to manage projects or business units while working in their home country, turn out to lack the cross-cultural skills needed to conduct business effectively with other cultures and nations.
The international deployment has occurred but the results are not there. Great partnerships and distributor deals may have been signed, but the bottom-line is not impressive. If the investment is not delivering according to the goals, assessing issues of inefficient multicultural communication or local market challenges can spot the improvements to put in place.
Global deployment requires localized training to achieve ambitious business goals. Modern technology allows us to spread messages all over the world very efficiently. The key contribution is to structure the knowledge in a pedagogic way, to secure an optimal spread effect according to the local needs. All the know-how is often available somewhere in the organization, but it is not always made available to everybody that may need it far from the Headquarters.