Globalization and innovation. Globalization. Traditional definition of globalization? Movement of resources across national boundaries: money, people, goods, services, ideas Globalization as complexity: The complexity inherent in doing business in a global economy comes from:
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Importance of knowing the where and why of complexity, remaining flexible, and collecting a toolbox of appropriate choices.
Business Segment Structure
190 Autonomous Business Units (Brand Focus)
Projects Finance HR Corporate R&D Global
4 Business Segments 3 Regions
Financial Industrial Power Power Europe / Americas Asia
Services & Building Transmission Generation Middle East /
Transformers 140 Countries
40 Business Areas
5,000 Profit Centers
Finance Products/Functions R&D
Less visible, but
can be talked about.
DEEPLY ROOTED ATTITUDES
Usually not visible at all, often
held subconsciously, rarely (if ever) questioned in everyday life.
Image by R.A. Clevenger
Deeply Rooted Values change the way McDonald’s is used
Artifact looks the same everywhere
Deeply rooted values change the way McDonald’s looks in France where a McDonald's breakfast meal in Villeurbanne, France includes fresh baguettes and jam spreads with coffee for $4.55
Localized menus reflect norms, values, attitudes
Switzerland Vegi Mac
Malaysia Sugar Cane Juice
Netherlands Cappuccino Donuts
Greece Shrimp, Veggie Burgers, & Spring Rolls (sold during Lent)
Naturally, the U.S. is its no. 1 market, but guess who is no. 2? You got it: France. … McDonald's is such a success in the land of Michelin three-star restaurants because it has adapted to French eating habits and tastes. There are now 1,200 franchises in France; the company opened 30 restaurants per year in the past five years alone.
Influences on Culture
Physical Environment, etc.
CultureShared Assumptions and Values,
Individual Perceptions and Interpretations based on
Influences on, and of, Culture
Source: Business 2.0. July 2002.
Source: AAA World
The framework groups the eight pillars of innovation into two categories: Inputs and Outputs.
for Managing Global Teams?
Despite their potential, most diverse teams don’t perform as well as homogeneous teams do…
But synergy doesn’t come often enough….
Source: Lane, DiStefano & Maznevski. International Management Behavior. 4th ed.