Previous Article Next Article Related posts:No related photos. Global offensiveOn 24 Oct 2000 in Personnel Today The global market is likely to account for 80 per cent of world GDP by 2030 and no business is in any doubt of the importance of looking beyond national boundaries. But what is behind globalisation and how should HR chiefs respond to it? Jane Lewis defines the phenomenon and identifies the key issues for the professionGiven how ubiquitous globalisation is as a concept it is strange that so much confusion should surround it. We don’t know how it should be defined, whether it exists in the present or is still a future state, much less whether it is a good or bad thing. But as the demonstrations at last month’s meeting of the IMF and World Bank in Prague made clear, the activity of multinational companies across the globe is an issue that continues to exercise public indignation as much as it excites academic debate.”Globalisation is a hollow word, there is generally no understanding of what it means,” claimed Jacques Manardo, European chairman of Deloitte Touche Tohmatsu recently. But his company’s new name tells its own story. However much the revisionist pundits might argue that globalisation has not properly come of age: that national systems of business, labour relations, finance and production are not yet under siege after all, it is clear for all to see that we are living in a period of unprecedented international activity.International joint ventures and mergers and acquisitions are so much the norm that perceptions of success in business transcend national barriers. There is a general understanding that you no longer have to be an established conglomerate with an iconic consumer brand to seek a global presence. A good indicator of the activity this is generating at what used to be considered grass roots level, is the surge of “going global” seminars and forums being staged by events organisers. Middling-sized UK companies might not yet have formulated the final details of their international strategies, but few intend to be left behind in a global market predicted by Mckinsey consultants to account for some 80 per cent of world GDP by 2030.Meanwhile, the number of workers across the world who owe their livelihoods to foreign employers continues to rise. US corporations employ more than 60 million overseas workers, and figures are also rising among European and South East Asian employers. More than half of Matsushita Electric’s employees are located outside the host country, and the same is true of the Dutch giant Philips. Many Persian Gulf countries employ more foreign-born workers than their native populations.The long-term causes of this shift have been well-rehearsed. But John Micklethwait and Adrain Woolridge, authors of A Perfect Future: the Challenge and Hidden Promise of Globalisation, cite three main engines driving the latest burst of energy. First, the ready availability of capital across international borders. Second, the arrival of a network technology robust enough to allow easy communication and information flow. And, finally, a degree of standardisation in management. “The internationalisation of businesses practices has had its own momentum and is also accelerating,” they claim.This “standardisation”, if it is true, lends weight to the popular view that by globalisation we do not mean true internationalism, so much as a worldwide espousal of the US way of doing things. “What we’re experiencing is not just globalisation, but the Americanisation of the world economy,” argued Martin Sorrell, chairman and CEO of the global media group WPP in a recent interview. “You see it in every industry. The strongest global franchises belong to companies that have a strong franchise in the US.” He claims this hegemony will continue so long as the US remains the prime shaper of how the Internet determines future competition across industry sectors.But, as Sorrell concedes, history teaches us how quickly established ideas about global markets can be overturned. You need only look at the predictions of a decade ago to see the point. Then, it was widely assumed that the 21st century would belong to the Japanese and the South East Asian tiger economies, in addition to a collection of dominant global brands. But that was before the real impact of technological change made itself felt. If the free global markets that companies dream of are still some way off, there is no doubt that pattern of trade is already shifting radically in favour of the underdog. If nothing else, the free-flow of knowledge will ensure that backward nations are able to leapfrog decades of development in a few years.Similarly, the “one size fits all” model of international expansion so successfully adopted by earlier US pioneers is also under threat. “In the old multinational models, companies would replicate their business across the world,” says Christopher Crosby, European managing director of TMA, a consultancy specialising in implementing the people side of globalisation. “But the successful companies now are those who will adapt their practices. Companies are moving towards much more of a joint venture approach.”This is partly out of sheer market pragmatism. “The original idea of globalisation…was that companies could basically apply the same marketing methods everywhere because customers were becoming more and more alike,” says Sorrell. “In fact, I believe that consumers are more interesting for their differences. No more than 15 per cent of the business that we do at WPP is truly ‘global’ – if by global you mean we use the same marketing methods throughout the world.”This is also a lesson being rapidly assimilated at Coca-Cola, which was recently shunted off the Top Global Brand podium by Microsoft, and is taking a more localised approach to its operations. “We haven’t been good marketers for some years,” conceded UK and Ireland head of operations Tom Long in a recent interview. “We have found that a centralised structure didn’t let our people experiment. The company had gone for efficiency in scale, but the way to be big is by being small.” In Coca-Cola’s case what this means in practice is buying into Malvern Water in the UK, while majoring on tea in Japan.It is also rapidly becoming de rigeur to stress the moral imperative of adopting a localist approach. As Unilever global HR chief André van Heemstra explains, “We like to refer to ourselves as a multi-local international. It’s part of our value system to behave in Rome as the Romans – to show a deep respect for local culture.”This new style of international management nonetheless imposes significant difficulties on companies struggling to achieve a balance between two different extremes. On the one hand they need to act as global players, on the other as canny local operators. “The global/local paradox is huge,” claims Crosby. “Effective global management is about managing the paradox of that situation.” And nowhere is this more apparent than in the HR function. According to one US commentator, the question of hiring and retaining the right people across multiple territories is the challenge that most preoccupies internationally-minded CEOs, and many believe they are still working in the dark. While most concede that quality of people is the factor most likely to lead to sustainable success, fewer than one in six believe their companies are doing a good job in developing this resource. As Vance Kearney, head of HR at Oracle EMEA, concludes, “Eventually access to technology will become universal: all products and tools will become commodities. So what’s the differentiator? It has to be the quality of the people.” Comments are closed.
Share Facebook Twitter Google + LinkedIn Pinterest The Ohio AgriBusiness Association will select up to 30 promising leaders to participate in a leadership enhancement program in early 2016. Knowing that half of the agribusiness workforce could retire in the next 10 to 12 years, Leaders Achieving Unexpected New Career Heights (LAUNCH) was designed to inspire confidence in emerging leaders to help them achieve career growth and their organization’s strategic goals. Earlier this year, 20 participants from 16 different organizations graduated from the third LAUNCH class.“While the LAUNCH program was designed as an intensive professional development workshop for agribusiness professionals, it also connects participants with fellow leaders in the industry, which often turns into lasting working relationships among them,” said Chris Henney, OABA president and CEO. “It’s a unique dynamic in that the participants are learning and collaborating together to better themselves and Ohio’s agriculture industry as a whole.”The LAUNCH program will consist of two sessions: Jan. 5-7, 2016 and Feb. 16-18, 2016. The program will cover a variety of topics, including personal insight, executive leadership skills and decision making, communication and presentation skills, global issues in agriculture, sales and marketing principles, Ohio/regional trends in agribusiness, strategic planning, critical thinking, goal setting and organizational skills, state and local government, how to develop a successful mentor-mentee relationship and a capstone project.To be considered, participants must be employed by a member company/organization of the Ohio AgriBusiness Association, must be sponsored by their employer, and must submit an application and letter of recommendation. The application form is available at www.oaba.net. The deadline to apply is Nov 20.For more information and to see what 2015 participants are saying about LAUNCH, go to oaba.net/events or contact Margo Long at 614-326-7520 or [email protected]
Virat Kohli bounced back in style with a superb half-century against South Africa after falling for a five-ball duck against Sri Lanka. Kohli was removed by Nuwan Pradeep in a crucial Group B match at the ICC Champions Trophy at The Oval on Thursday.Chasing 192 for a win, India were jolted early when opener Rohit Sharma departed with the defending champions on 23 in 5.3 overs. Kohli then joined forces with Shikhar Dhawan to lead India’s fightback in a must-win game at the Oval.The duo then stitched together 128 runs for the second wicket to bail India out in a low-scoring match. The stand also helped India reach their third successive semi-finals in ICC tournaments in three years.Kohli looked uncomfortable at the start but kept his cool to convert his start into a good score and guide India into the semi-finals. He played some flamboyant shots to keep the crowd entertained.The India skipper reached his 41st fifty off 71 balls when he played a short ball towards the third man for a single.Virat Kohli in ODIs batting 2nd – ave 65.18, S/r 93.13, 100s: 17batting 2nd (winning) – ave 92.80, S/r 97.19, 100s: 15#CT17#IndvSA- Mohandas Menon (@mohanstatsman) 11 June 2017Kohli had smashed an unbeaten 81 off 68 balls against Pakistan at Edgbaston on June 4 as India started their campaign with a massive 124-run victory over their arch-rivals.The 28-year-old was in sensational form for most of the packed Test season at home. In fact, he became the only batsman in history to make successive double hundreds in four successive series. However, he went through a slump in form against Australia and then endured a middling IPL, managing just over 300 runs.advertisementBut once again under pressure in a run-chase, Kohli brought his A-game to the park and dismantled a strong South African attack to take India home in a match that saw a tense build-up because of the stinging defeat to Sri Lanka at the same venue.
The Northern Vipers Region is calling for nominations from suitable applicants for the following volunteer positions as part of the upcoming 2009 Touch Football South Australia convened State League competition.Regional CoordinatorThis person will liaise between TFSA and the members of the region to distribute information and ensure the effective administration of the region as required. This person will need to be available on game days as well as at other times to attend meetings as organised and determined by TFSA and the region.Men’s Open CoachThis person must be suitably qualified to undertake the physical and strategic preparation of each of the Men’s and Women’s Open representative teams. This would require a commitment to player selection through trials, organising team trainings as well as game day preparations.Women’s Open CoachThis person must be suitably qualified to undertake the physical and strategic preparation of each of the Men’s and Women’s Open representative teams. This would require a commitment to player selection through trials, organising team trainings as well as game day preparations.Team ManagersA manager for each of the above teams is required to assist the Regional Coordinator with administration, for example re-iterating information and collecting registration fees as well as assisting with the maintenance of the team uniforms.If you are interested in any of the above positions, please contact Peter McNamara on 0418 839 322 or email your interest on [email protected] prior to 30th November 2008.
Man Utd veteran Mata admits painful watching Liverpool, Man Cityby Freddie Taylor4 days agoSend to a friendShare the loveJuan Mata admits it is painful to see Manchester City and Liverpool above Manchester United.The Red Devils are currently languishing in the bottom half of the Premier League table, whilst their storied rivals are neck and neck at the top for the second consecutive season.”I like to watch matches when I have a day off because I love the game and I can appreciate good football, but if I am watching Liverpool or Man City playing, the rivalry they have with my club means a lot to me,” Mata told Goal. “You can say it doesn’t mean as much to me as it does to a fan, but it can for sure. Michael Owen clearly gave you a different view on this, but the rivalry that means a lot to the fans of my club also means a lot to me.”For example, I have a passion for my first club Real Oviedo. So, I cannot be happy if they play well and the result has gone against them. Also, I cannot look at their rivals and say I am happy if they are playing good football and achieving more.”It is the same now that I am at United. You can see that City and Liverpool are good teams and they play nice football, but I cannot be happy that United are behind them at the moment. Of course not. I understand what it means to the fans to be behind City and Liverpool, and I cannot be happy about this. I prefer to focus on us rather than thinking about our rivals.” About the authorFreddie TaylorShare the loveHave your say
In response to a joint investigation by the Center for Public Integrity and NPR into the influence of the drug industry on Medicaid, Arizona Gov. Doug Ducey made changes to the state’s Medicaid program Friday, including adding new transparency rules and kicking a doctor off a state committee.Ducey, a Republican, told Dr. Mohamed Ramadan, who accepted more than $700,000 in perks and payments from drugmakers over four and a half years, to step down as a volunteer member of the committee that helps the state decide which drugs should be preferred for Medicaid patients, the Arizona Republic first reported.The Republican governor will also ask law enforcement officials to investigate Ramadan because the doctor appeared to violate the state’s existing conflict of interest statutes, according to Ducey’s spokesman Daniel Scarpinato.”The governor was very alarmed when he saw this report,” Scarpinato said. “He felt that action needed to be taken very swiftly here, that this was a clear example of where we need to make sure any decisions that are being made related to health care are being made with regard to public health and not related to any undue influence.”Ramadan did not immediately respond to requests for comment.Ducey also issued an executive order Friday requiring the Medicaid drug committee members to receive annual conflict of interest training and abstain from votes or discussions regarding items with which they have conflicts. The governor’s order instructed the state Medicaid agency to publicly post its drug committee members’ disclosures, require speakers at the committee meetings to disclose financial ties to drugmakers and determine a threshold for drugmaker payments that would disqualify a member from serving.The Center for Public Integrity’s investigation with NPR found that at least three out of five doctors voting on state Medicaid drug decisions nationwide in the past two years received perks from drugmakers. Ramadan received the most.The investigation also revealed that drugmaker representatives swarm the committee meetings and are not always upfront about their financial ties to pharmaceutical companies. States differ in how much they require public speakers at the meetings and the committee members themselves to disclose. In Arizona, Ramadan disclosed his relationship with drugmakers but did not have to provide details, and the disclosure was not public nor provided to his fellow committee members.Even before the center’s investigation with NPR was published, a doctor serving on New York’s Medicaid drug board resigned, and a New York health official divested his stock in pharmaceutical companies, following our reporter’s questions. Ramadan also abstained on voting on certain drugs during the July 17 meeting of the Arizona committee, following interviews for the story.The Center for Public Integrity is a nonpartisan, nonprofit investigative news organization in Washington, D.C. You can follow Liz Essley Whyte on Twitter at @l_e_whyte. Copyright 2018 The Center for Public Integrity. To see more, visit The Center for Public Integrity.