Have you restructured for global success?
The organizational structures of many multinational corporations are inadequate to the task of capitalizing on opportunities in emerging markets. Locating customer-facing processes in each country-and even using transnational structures that exploit location-specific advantages-just doesn't cut...
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| Main Authors: | , |
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| Format: | text |
| Language: | English |
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Institutional Knowledge at Singapore Management University
2011
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| Online Access: | https://ink.library.smu.edu.sg/lkcsb_research/5191 https://ink.library.smu.edu.sg/context/lkcsb_research/article/6190/viewcontent/RestructuredGlobalSuccess_2011_HBR_afv.pdf |
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| Institution: | Singapore Management University |
| Language: | English |
| Summary: | The organizational structures of many multinational corporations are inadequate to the task of capitalizing on opportunities in emerging markets. Locating customer-facing processes in each country-and even using transnational structures that exploit location-specific advantages-just doesn't cut it anymore. So argue Kumar and Puranam, of London Business School. The authors show how the growth of China and India as lead markets and as talent pools, coupled with advances in technology, enable companies to optimize their organizations by segmenting R&D both vertically and horizontally, thereby creating T-shaped structures.The greatest challenge of the T-shaped structure is managing integration across countries. The solution is to allow your corporation's center of gravity to shift eastward. That means globalizing the top management team, moving headquarters outside the home country, and genuinely valuing the cultural shifts that those two changes require. Companies such as GE, Intel, and Astrazeneca have had some success in these endeavors, and all multinationals have the potential to secure the advantages of deploying a T-shaped structure. |
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