The fundamental challenge of managing the global enterprise is assessing, interpreting, and reconciling the competing imperatives to do everything the same way everywhere versus doing everything differently given different demands in different locations. This contest is the sine qua non of management—whether expressed here in terms integation versus responsiveness, or as you likely seen elsewhere, efficiency versus effectiveness, standardization versus customization, maximization versus optimization, mechanistic versus organic, universal versus local, and so on. No matter the product provided or markets served, managers must continually find ways to navigate this dilemma. In Module 1, you interpreted this this issue in terms of the normative versus relativist ethical outlooks. Now, in Module 2, we look at this issue in terms of global integration versus responsiveness. Indeed, interpreting the tension between global integration and local responsiveness anchors and interpretation of international strategy; hence the dominant theme throughout Chapter 12. Quickly, to recap, global integration spurs managers to build the enterprise that sells the same thing, the same way, to everyone and anyone, here, there and everywhere. Companies, therefore standardize any and all activities in order to maximize global efficiencies. Alternatively, managers advocating local responsiveness see a world where everyone is different, everyone wants to buy different things in different ways to do different things given different cultural, social, economic, and political situations. Companies therefore must find ways to adapt any and all activities in order to maximize local effectiveness. Resolving the tension between global integration and local responsiveness cuts to the core international business strategy and is a fundamental feature of management global enterprise. Insightfully reconciling those competing imperatives supports successful, sustainable operations. Now, let's put theory to practice and qualify this profile with the reality of managing strategy in the global enterprise. As you saw earlier in this module, the executives who run successful companies, such as yourself today or in the future, have a strategic vision, namely a future-oriented declaration of its aspirations, inspirations and motivation. It, along with the mission statement, communicates to stakeholders, namely employees, stockholders, governments, partners, suppliers, customers, and society, what the MNE is, where it is going, and the values that will guide its efforts. PROMPT | So, with all this in mind, from the following set, identify one vision statement from the set below that you believe best communicates the corresponding company’s vision to maximize global integration. Then, briefly explain your choice. Alibaba Build the future infrastructure of commerce. We envision that our customers will meet, work and live at Alibaba, and that we will be a company that lasts at least 102 years. Amazon To be Earth’s most customer-centric company, where customers can find and discover anything they might want to buy online. Caterpillar Our vision is a world in which all people’s basic needs – such as shelter, clean water, sanitation, food and reliable power – are fulfilled in an environmentally sustainable way and a company that improves the quality of the environment and the communities where we live and work. Coca-Cola To refresh the world in mind, body and spirit…to inspire the moments of optimism and happiness through our brands and actions…to create value and make a difference. Dell It’s the way we do business. It's the way we interact with the community. It's the way we interpret the world around us-- our customers’ need, the future of technology, and the global business climate. Whatever changes the future may bring our vision -- Dell Vision -- will be our guiding force. Disney To make people happy. eBay Provide a global trading platform where practically anyone can trade practically anything. Facebook Give people the power to share and make the world more open and connected. Google Organize the world's information and make it universally accessible and useful. Habitat for Humanity A world where everyone has a decent place to live.
The fundamental challenge of managing the global enterprise is assessing, interpreting, and reconciling the competing imperatives to do everything the same way everywhere versus doing everything differently given different demands in different locations.
This contest is the sine qua non of management—whether expressed here in terms integation versus responsiveness, or as you likely seen elsewhere, efficiency versus effectiveness, standardization versus customization, maximization versus optimization, mechanistic versus organic, universal versus local, and so on. No matter the product provided or markets served, managers must continually find ways to navigate this dilemma.
In Module 1, you interpreted this this issue in terms of the normative versus relativist ethical outlooks. Now, in Module 2, we look at this issue in terms of global integration versus responsiveness. Indeed, interpreting the tension between global integration and local responsiveness anchors and interpretation of international strategy; hence the dominant theme throughout Chapter 12.
Quickly, to recap, global integration spurs managers to build the enterprise that sells the same thing, the same way, to everyone and anyone, here, there and everywhere. Companies, therefore standardize any and all activities in order to maximize global efficiencies.
Alternatively, managers advocating local responsiveness see a world where everyone is different, everyone wants to buy different things in different ways to do different things given different cultural, social, economic, and political situations. Companies therefore must find ways to adapt any and all activities in order to maximize local effectiveness.
Resolving the tension between global integration and local responsiveness cuts to the core international business strategy and is a fundamental feature of management global enterprise. Insightfully reconciling those competing imperatives supports successful, sustainable operations.
Now, let's put theory to practice and qualify this profile with the reality of managing strategy in the global enterprise. As you saw earlier in this module, the executives who run successful companies, such as yourself today or in the future, have a strategic vision, namely a future-oriented declaration of its aspirations, inspirations and motivation. It, along with the mission statement, communicates to stakeholders, namely employees, stockholders, governments, partners, suppliers, customers, and society, what the MNE is, where it is going, and the values that will guide its efforts.
PROMPT | So, with all this in mind, from the following set, identify one vision statement from the set below that you believe best communicates the corresponding company’s vision to maximize global integration. Then, briefly explain your choice.
|
Alibaba |
Build the future infrastructure of commerce. We envision that our customers will meet, work and live at Alibaba, and that we will be a company that lasts at least 102 years. |
|
Amazon |
To be Earth’s most customer-centric company, where customers can find and discover anything they might want to buy online. |
|
Caterpillar |
Our vision is a world in which all people’s basic needs – such as shelter, clean water, sanitation, food and reliable power – are fulfilled in an environmentally sustainable way and a company that improves the quality of the environment and the communities where we live and work. |
|
Coca-Cola |
To refresh the world in mind, body and spirit…to inspire the moments of optimism and happiness through our brands and actions…to create value and make a difference. |
|
Dell |
It’s the way we do business. It's the way we interact with the community. It's the way we interpret the world around us-- our customers’ need, the future of technology, and the global business climate. Whatever changes the future may bring our vision -- Dell Vision -- will be our guiding force. |
|
Disney |
To make people happy. |
|
eBay |
Provide a global trading platform where practically anyone can trade practically anything. |
|
|
Give people the power to share and make the world more open and connected. |
|
|
Organize the world's information and make it universally accessible and useful. |
|
Habitat for Humanity |
A world where everyone has a decent place to live. |
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