Pardon Our Dust

September 28, 2022 — Leave a comment

A quick note to all of our readers – I am in the process of changing the format of the blog and it may look a bit in disarray for the next week or so. In the meantime, I will continue to publish, however it may look a little disheveled. Once finished, Leadership Across Boundaries will have a new look and feel, while continuing to provide the value and integrity you have come to expect, while adding some new and different features. Please “pardon our dust” while we work to bring you an updated vantage point to Leadership Across Boundaries & Borders.

Kind Regards, Sheri

Globalization and rapidly changing technology continue to sweep the world. Organizations working across international and cultural boundaries face significant challenges as they seek to reach and maintain market leadership – however, inherent in those challenges are often unrealized opportunities. One such hidden treasure, Multicultural teams, offers a wealth of advantage to the discerning global leader. Research repeatedly identifies the following benefits when multicultural teams are leveraged effectively:

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Capital is a valuable asset. However, for the next several weeks I will be discussing a specific kind of capital that may be of even greater value – Human Capital. We will take a look at how you can leverage your diverse resources across the organization and across the globe for personal, team and organizational success.

Many of us like to believe that, with a good plan, we can direct an action, change a process, standardize the business, etc., but if that is all we are focused on our percentage of success will most likely be very low.  The reality of any business situation is that you need people to DO something in order to achieve success.  How, in a globally diverse environment, you inspire employees to bring their talents, initiative, imagination, and passion to work every day is the very delineation between success and failure.  It may seem like a lofty concept, but it is absolutely essential to your long-term success. First and foremost, understand and leverage the fact that PEOPLE are absolutely critical to achieving strong personal, team and organizational outcomes.

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Just as it is important for passengers to “Mind The Gap” to prevent injury, it is equally important for organizations to “Mind The Gap” so they do not fall into the traps that will keep them from moving forward – corporate culture in a global organization is extremely complex and fraught with many potential chasms. It is very interesting that people think differently, have different concepts of time, space, work, etc. – however, if we are not careful to appreciate and value the contributions and knowledge that people bring, it is easy fall onto the tracks dead center of an oncoming train! This may cause waning business results, the degradation of important relationships, the sacrifice of your own success, and ultimately – almost certain death! Because globalization continues to gather momentum, the interactions between people from differing geographies and cultures is frequent, and intensifies the complexities of organizational interactions. The more borders a company crosses, the greater the potential for misunderstanding and conflict amongst stakeholders, but also inherent is the potential for unimaginable reward. To succeed across both boundaries & borders, it is essential to break through the barriers of organizational culture and rigid patterns of thinking.

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This week, I am going back a bit to dive deeper into strategy – actually, the execution of strategy – because I was reminded, yet again, of how much time and effort companies spend in developing and refining corporate strategies. Most often, only to find themselves overwhelmed while struggling to translate strategy into an effective operational plan that will facilitate long-term success.

Frequently, organizations strain even more when it comes to prioritizing and executing these plans. I have lost count of the number of executives I have spoken with that firmly believed they had winning strategies, yet those strategies never delivered the game-changing results that the leadership team thought they would. Failure to deliver on strategy is a pervasive problem in business today – studies consistently show that 60 to 80 percent of companies fail to successfully implement and secure the success they anticipated in their strategic plans. The ability of a company to effectively execute strategy and achieve long-term adoption remains sporadic, at best. The fact remains – there is an enormous gap between strategy and execution.

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I was in a meeting with a senior executive recently, when he shared his concern that the processes and approaches the company is using to develop the corporate strategy may not take the business forward as planned, but backward. As we discussed his challenges, there were some key gaps that the organization was likely to fall into that could easily be avoided with a strong planning process. So, here are a few of the more prominent reasons organizations fall into the strategic planning gap…How many of these are evident in your business?

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