An Assessment Of The Impact Of Globalization On Strategic ...
Globalization and Strategypasca.ut.ac.id/wp-content/uploads/2019/03/Strategic... · 2019-10-09 ·...
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Globalization and Strategy
Strategic Management Competencies
forGlobal Business
Clarence J Mann, JD, Dr. jur.
University of Maryland
University College
Exchange Faculty Program
Universitas Terbuka – University of Maryland University College
UPBJJ Pangkal Pinang 10 October 2009
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Globalization and Strategy
Strategic
Management Competenciesfor
Global Business
Dr. Clarence J. Mann
University of Maryland University
Graduate School of Management & Technology
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Global Forces/MegaTrends
• Time of Transition – 2005-2035
• Industries: 1/3 Local – 1/3 Regional – 1/3 Global
• Democratization of Tech, Finance & Info - Herds
Roaming the Fenceless Plains of the World
• Demographics - Graying of Advanced Societies
• Industry Consolidation as National Buffers fall
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Economic
Cultural
Political
SocialProcess
---- GlobalizationGlobalization ----
Economic Convergence & TensionEconomic Convergence & Tension
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Institutional Infrastructure(Political, legal, commercial)
PhysicalInfrastructure
(Public &Private)
HumanInfrastructure
(Skills &Competencies)
Cultural
Patterns
Management Squeeze PlayBetween the Forces and Counter Forces of Globalization
GlobalInfo, Tech &
Finance Forces
Squeeze Play
Global
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Opportunities
Challenges
Facing EnterpriseManagers
Figure 1. Management Squeeze Play Among Forces of Globalization
Forces Counter Forces
Diverse Regulatory Regimes
Weak Economic Infrastructure
Varying Workforce Productivity
Distinctive Cultural Patterns
Alienation and Distrust
Expanding Trade
Foreign Direct Investment
Free Capital Movement
Technology Convergence
Information/IT Revolution
Intensifying Competition
Growing Consciousness
Stick
Figure
of
Manager
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Motivations to Globalize
• Resource Seekers
• Market Seekers
• Strategic Asset Seekers
• Business Climate Seekers
• Efficiency Seekers
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Management Squeeze Play
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• What has changed over past two decades?– No. of Variables at Play
– Rapidity of Change
– Volatility of Environment
– Interdependence – firms, geography
• Therefore, strategy needs to –– Interface with environment at every point
– Possess multi-levels, be multi-functional
– Reflect an ever evolving future
Challenge to the Strategist
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Contrasting Themes
• Emergent vs. Deliberate Strategy
• Market vs. Resource-Based Positioning
• Portfolio vs. Core Competence
• Competition vs. Cooperation
• Industry Evolution vs. Industry Creation
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Globalization & Strategy
DIMENSIONS
OF
STRATEGY
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Strategic Typologies
Three Interactive Dimensions
• Technological Dimension
• Organizational Dimension
• Transactional Dimension
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Dimensions of Strategy in a Global Context
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Strategic Dimensions/Trade-Offs
• Technological Dimension
Productivity vs. Innovation
• Organizational Dimension
Asset Dispersion vs. Coordination
• Transactional Dimension
Internal- vs. Externalization
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Three Dimensions of Strategy(I)
Technological
Dimension
Productive Performance
Productivity vs. Innovation
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Technology Trade-Offs: Mass Manufacturing vs. CustomizationEach Technology Option Entails: a Different Technology Mix
and a Different Organizational Structure
CustomizedE.g., Hand-
Crafted
Furniture
Standardized
E.g., pre-fabri-cated housing
Pro
du
ct
Vari
ety
Production VolumeSmall Unlimited
New Choices
Small Flexible MassBatch Manufacturing Customization
Adapted from R. Daft (2001, 7th ed.) OrganizationTheory and Design
RelativelyUnskilled
HighlyMechanized
RelativelyHighlySkilled
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Technological Dimension
Source: Porter (1996). What is Strategy?, p. 62 Source: Adapted from Williamson (1999), Strategy as
Options on the Future, p. 120
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Three Dimensions of Strategy(II)
Organizational
Dimension
Access
Asset Dispersion vs. Coordination
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Dispersed (Geographical) Concentrated
Assets
Coo
rd
ination
Hi
Low
“Transnational”
Operations
Organizational Dimension(M. Porter (1986), Competition in Global Industries)
Country-CenteredMNCs
(polycentric)
Export-Oriented w/decentralized mktg
(ethnocentric)
Simple Global
Strategy
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Organizational DimensionGeneric Roles of National Organizations
Strategic
Importance
of
Local
Environment
High
Low
Low High
Level of Local Resources and Capabilities
Black Hole
Implementer
Strategic Leader
Contributor
C. Bartlett & S. Ghoshal (2002), Managing Across Borders: The Transnational Solution. Harvard Business School. 122
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• Corporate Level – integrative
• Divisional Level – core products
• Business Level – product lines
• Functional Level – business functions
Multi-Level Strategies
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PositionMulti-Level
Management Roles
CorporateManager
GlobalVisionary
Talent Scout &Allocator
Role Framer& Legitimizer
CountryManager
SensorInterpreter
BuilderLocal Assets
StrategicContributor
FunctionalManager
SpecializedRepository
Cross-Pollinator
StandardsChampionResource Use
BusinessManager
StrategistMarket Positioning
ArchitectAsset Positioning
CoordinatorCross Border Ops
Adapted from C. Bartlett & S. Ghoshal (2002), Managing Across Borders. HBS, Chap. 11.
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Three Dimensions of Strategy(III)
Transactional
Dimension
Focus
Internal vs. Externalization
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Alliance Scope
• Strategic Scope– range of products/services
• Economic Scope – costs/benefits of eachpartner
• Operational Scope – depth and extentof interface
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M.Y. Yohina & U.S. Rangan (1995), Strategic Alliances. Boston: Harvard Business School.
Transactional Dimension
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Typology of Alliances
Potential
Conflict
High
Low
Low High
Extent of Organizational Interaction
Pre-Competitive
Alliances
Pro-Competitive
Alliances
Competitive
Alliances
Non-Competitive
Alliances
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N.V. PhilipsNetherlands
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Globalization & Strategy
Changing Nature of Firms
• Firms w/i industries (M. Porter)
• Firms co-evolving industries (J. Moore)
• Transnational typology (C. Bartlett & S. Ghoshal)
– Global, MNC, International, Transnational
• Global network enterprises (M.Yoshina & U. Rangan)
– Flagship firms (A. Rugman & J. D’Cruz)
– Gated and Un-Gated Networks
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Strategic Competenciesfor
Global Managers
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Technological
Dimension
Organizational
Dimension
Transactional
Dimension
1. PrimaryPurposesServed
Sustained
QualityPerformance
ProvidingAccess
FocusingOperations
2. Dominant
ConditionsAddressed
Unremittinginnovation
Diversity&
Pluriformity
IntensifyingCompetition
3. ValueTrade-Offs
Productivity
verses
Innovation
AssetDispersion
versesCoordination
Internalization
verses
Externalization
Three Interdependent Dimensions of Strategy
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GlobalStrategic
Perspective
Aptitudefor
Risk
EffectiveComm’n
& Coord’n
Inter-
Cultural
Skills
Open
Systems
Thinking
Emerging
Oppor-
tunities
Technology
Deploy-ment
Global
Visioning
Diversity
Of
Talent
Continuous
Learning
SocietalDifferences
Location
Leveraging
Trust
Building
Corporate
Cultures
Holistic
Analysis
Value
Chain
Network
Risk
Sharing
Network
Standards
Relation-ship
Building
Collaborative
Leadership
Strategic
Dimensions
Technological
Organizational
Transactional
Strategic Management Competencies
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Building Foundational Competencies
Ethical leadership
Implementation
Systems thinking …….. decision making …… Team management
Global ……………….. Perspective …………. Inter-cultural
Critical thinking …….. personal skills ……… Communication
Technology fluency
Information literacy/research skills
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Questions?
Comments