Christina Gold Leading the Change

Key elements of the first wave of LE's international ventures are: domestic operations accounted for 85% of the worldwide production and nearly all new product development until the late 1980's, universal application of the "incentive management programs", and in general the corporation paid little attention to there international divisions. However, as of 1996, Lincoln re-organized its international ventures by naming a president for each of the five regions, this is a demonstration of a new emphasis and focus on the international ventures from LE. In additional to the CEO having a planned oversight into the expansion there will be council consisting of each of these presidents to plan, integrate and implement global strategies. The compensation for these presidents will also include interregional cooperation. Both of these efforts address key Lincoln weakness from there prior international ventures of: "sink or swim" corporate attitude and interregional destructive competition. One final item is that Lincoln realized that in the second wave of international expansion true understanding of a country/culture is as important as technological skills.

ING Direct Canada is facing back office capacity problems in handling new and existing accounts because of a successful direct mail campaign by the marketing department. Providing same day processing of new and existing accounts has become challenging for the operations department. This is resulting in cost overruns with increased overtime hours and errors for the employees. The main issues affecting the company are mailing room capacity shortages, variability in daily mail volume and budget, space and headcount constraints. The division with its current available options can improve the existing

When westerners are doing business in the any region of the world, it is important to

CompuCo is attempting to move from a domestic producer to that of an international producer. In order to achieve this feat, the company must have an international focus in regards to its overall business operations. It is quite apparent from the case, that CompuCo does not have the will or desire to be proactive with its international subsidiaries. In order to achieve greater international success, Dr. Durand must first alter the company culture. First, all international subsidiaries should be treated as a primary business irrespective of their individual performance. It seems, through reading the case, that much more emphasis is placed on French product development and applications that is given to its international counterparts. This is a detriment to business as many of CompuCo's international customers have differing tastes and sentiments in regards to product offerings. The case cites numerous examples of this between both French and American consumers. French consumers, for example, like to read product manuals and prefer complexity over simplicity. Their American counterparts however prefer ease of use, and a simple design. The company was slow to discern these changes in consumer demands and elected instead to emphasize its French product design. This created consumer ill-will and

The Daniel Gill, the chairman and CEO faces the possibility of changing the organizational structure of Europe, Asia/Pacific, and the Western Hemisphere. The current organization includes an International Division which oversees production and marketing for countries outside the United States. The goal of changing the organizational structure of these three regions is to increase sales growth internationally and decentralize responsibility away from headquarters to field operations.

The “ people service profit” program was implemented through training programs for all leaders working for Fed Ex. This training program was given to all employees in leadership roles, from executives to mangers, and supervisors. The training takes place at the Global Leadership Institute not far from Fed Ex

* Building a corporate infrastructure, a strong global management team that possesses skills, vision and culture conducive to meeting the organizations goals.

Communication is the process of transferring meanings from sender to receiver. On the surface this appears to be fairly straightforward process. On analysis, however, there are a great many problems in the international arena that can result in the failure to transfer meanings correctly (Luthans & Doh, 2012).

The case then shifted to Strategic Focus, and discussed SAP’s move to their America Group. Which also contained Canada, Mexico, Latin America, and Australia. Once the focus was set they needed to chart a course of action involving commissioning a sales force to sell their product, and target customers. The key point of regional organization discussed these challenges.

The Super Regional Strategy adopted by ANZ began with Mike Smith’s (CEO) tenure in 2007. Mike Smith has a rich history with the Asian market and was a fundamental motive for ANZ to pursue penetration of the Asia-Pacific region. ANZ’s decision to offshore jobs is a key component of the wider Super Regional Strategy and allows the Bank to gradually form a foothold in Asia by slowly becoming a ‘household’ name and trusted employer.

The third pillar is the operating strategy. This factor focuses on the structure and order of the company. The United Commercial Bank is strategically located in predominantly Chinese American neighborhoods, as well as Hong Kong, Taiwan, and China. By employing Chinese speaking employees, UCB is able to maintain a strong flow of business and communication with their customers. In addition, whenever a client opens either a checking or savings account, they are rewarded with a tea caddy or gift tea sets to further accentuate the culture. On the other hand, although El Banco is located only in Georgia, they do employ a similar strategy in terms of structure. They too are culturally homogenous, by focusing on their Hispanic constituents and employing Spanish speaking workers. Two vast differences in their structure is that El Banco is informal in their overall appearance and their business structure is a franchise company.

Organization wants to achieve the objectives of sustained growth and increased profitability, organization must constant innovation its product or service, also need to carry out some plans to expand its business to enable an organization to have a better development. Organization expands its business cannot be confined to the domestic market must also move abroad, which effectively allows an organization closer to the global market and broadening the scope of business and profitability. However, business expansion is not as easy in this global environment, globalization has not only changed the enterprise competitive landscape also influence the way leaders conduct business (Caligiuri, 2006). Furthermore, with globalization, global leadership in terms of cultural knowledge needed to become more acute and require more advanced level of cognitive ability on the complexity of managing the demand of multiple cultures while completing managerial tasks (Caligiuri, 2006, Grosse, 2011). Therefore, the development of global management skills is very important for the global organizations and managers. Only effective in developing global management skills can help the organization reduce the risk of international business

Mr. Fisher, President of Central Steel Door, made many mistakes in his efforts to hire a sales manager in Europe. First, advertising in the International Herald Tribune is only going to attract Americans who lack the intelligence and in-country expertise the company needs to successfully compete in unfamiliar markets. Second, he fails to make the most of these candidates that these ads generate by asking them for referrals and offering an incentive. He fails to use the limited success of the ads to successfully network into the international community. Third, the lack of sensitivity ot living costs in Belgium and Germany for sales manager led to them quickly resigning. Fourth, Mr. Fisher didn't coordinate with the Belgian government to ensure employment taxes were paid on time, leading to a bill for back taxes of thousands of dollars. Fifth, the hiring of ten local people to staff distribution centers and the firing of five of them not only had to be communicated months in advance to local government authorities, Central Steel Door is legally obligated to pay them for a full year of their salaries based on German law. Sixth, the ignorance of local, regional and national laws ends up costing the company more than it made on any sales in the region ruing the case study's timeframe. Seventh, Mr., Fisher neglected to consider how the cultural differences between the Untied

As trade increases hyper-competition grows forcing organizations to go global. By a company going global it requires them to rethink strategy and reform (Ananthram and Pearson, 2008). Global organizational structure is the way a company aims to merge local preferences with global strategy. The definition of global strategy is “strategic choices that have the characteristics of being globally uniform or integrated,” (Yip et al., 1997) such as standardization of products, uniform marketing, and competitive moves, but all globally (Townsend et al., 2004; Zou and Cavusgil, 2002; Bayraktar and Ndubisi, 2014). Global strategic strategy is a way to adjust to globalization. Globalization is “the economic and social process by which economies and communities grow inextricably interdependent “(Jhirad et al., 2009). The recent financial crisis (Das, 2010), large amount of poverty, and climate change are all problems that show how the world is globally connected because all countries impact each other (Jhirad et al., 2009).

With direct-connect structure, the business leaders or functional managers of specific business divisions report to their headquarters in the U.S.. After the direct-connect structure is implemented, it has changed the operation in GE Canada. In the past, the Canadian CEO was fully responsible for the profitability of the Canadian operating division, with the manufacturing plants made a full line of products primarily for the Canadian market with some exporting possibilities. After the new management system implemented, the U.S. divisional bosses is responsible for the profitability of each operational business division both in the U.S. and Canada. With the change in management system, the business development group has changed its position in GE Canada by switching the role of conducting feasibility studies and new market development for the business unit in Canada to the role of looking for opportunities to leverage the strengths of Canadian activities on a global basis. The business development group felt that the change in management system has made the U.S.-based business leaders to ignore the potential business opportunity in Canada and added more uncertainty to the business development group role. Most decisions need approval from the U.S. divisional bosses, whom do not have a complete picture of the business potential in Canada and want full control of the business operations