Internationalization of the Business

 

What?

The company had for 20 years grown very big in one country with small subsidiaries in about fifteen other countries. Their workforce distribution was 70% employees in the country of origin and 30% in other countries. Seven years from now they expected these two numbers to be switched.

Their existing leadership framework, talent approach, and people agenda had been significantly culturally biased towards their country of origin and focus had by far been on developing leaders in that country for the top 100 positions in that country.

It was assessed that this approach stood in the way of international expansion. They needed to fundamentally transform their leadership and talent approach.

 
 

How We Can Make a Difference

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The key to success in this situation was to apply a leadership framework that was culturally neutral and could stand the test of time.

This is where the Leadership Pipeline concept plays a key role. For more than two decades, this has been one of the most influential leadership models and it focuses on leadership first principles and core leadership value creation which is similar across cultures.

Our Role in This Project Would Be:

  • Map the current and future core leadership roles

  • Define international valid performance standards for the different leadership roles

  • Design and deliver leadership transition programs for the core leadership roles

  • Design and implement a global approach to the succession planning process

  • Design and implement a global approach to the people review process.