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Challenges Of Globalisation Leading yourself, your team and organisation to success in a VUCA world Increasing global competition and changing economic realities are forcing businesses to find new ways to survive in a VUCA World. Today profits are even harder to maintain, let alone increase. Mergers, acquisitions, downsizing, new technolo-gies and restructuring are continuing rapidly, as organizations struggle to reduce costs and increase productivity. In essence, the heart of the leadership challenge that confronts today’s leaders is learning how to lead in a VUCA World which includes situations of ever greater volatility and uncertainty in a globalised business environment, allied with the needs to deal with scale, complexity and new organisational forms that often break with the traditional organisational models and structures within which many have learned their ‘leadership trade.’ So the basic assumption that past experience is the key for future leadership success is more open to scrutiny than ever. The nature of the challenges business leader face today operat-ing in a globalised economy is increasingly complex. In recent years the world has continued to undergo a series of transfor-mational shifts. In the toughest economy the world has faced since the Great Depression, it would seems that while the global financial crisis and its after-effects appear to have subsided, the magnitude of other significant global issues continues to increase in scale and scope, such as jobless growth in certain geographic regions and income inequality. In the Asian region, the economy is likely to experience a slowdown. The major challenge facing business owners and managers today is how to build and sustain a viable, successful operation in the face of this rapidly changing and competitive environment. There are a number of global trends that are having an irrevers-ible impact on the way businesses and people work. Not only how they work today, but also how they will work in the future. As senior managers, business leaders and professionals, we need to understand these trends and ensure our workforces are flexible and responsive, in order to meet and anticipate the rapid changes in market demand. Globalisation Today, what happens in Asia, America or Europe has a direct and immediate impact on customers, wherever they may be in the world. As a result, there is not only increasing competi-tion domestically, but also internationally. There is an ongoing struggle to balance the need to think globally and demonstrate local expertise. As a business owner, leader or manager you need to consider: • Are you thinking about the implications of operating globally? For example, on your business cards, does your phone number start with the country code or local prefix? • Do you know how many competitors you have globally? Who are they? Are you competitive in the world market? What barriers do you face? Cultivating knowledge With rapid changes and increasing competition, the source of economic wealth lies less in the production of material goods and more in the creation and manipulation of information, knowledge and ideas. The traditional competitive edge held by products and technology only is now short lived, as within six months your products or technology can be copied. However, people cannot be copied, and as a result their knowledge and professional skills can become your competitive edge, and sig-nificantly enhance your corporate capital. To compete, organizations need knowledge workers - employees whose talent and experience create the reasons customers come to you instead of your competitors. The challenge is to ensure you have the capabilities to find, assimilate, develop, compensate and retain such talented in-dividuals. Consider how you value knowledge and develop it for competitive advantage. Have you lost your knowledge base through downsizing? Organisational structure redesign In an effort to enhance competitiveness, effectively manage core business processes and maintain flexibility, organisations have flattened their structures, eliminated layers of management and are utilising teams. Flatter structures can reduce costs, improve customer response time, foster strategic agility and create more with less. Tradition-ally defined jobs are being transformed into continuously evolv-ing sets of competencies that may be structured in an infinite number of ways and change for each new project. This enables organisations to be flexible and respond rapidly to changing business requirements and customer needs. Project teams are producing better, cheaper and faster results than the traditional hierarchal management structures. It also enables employees to build on their skills as they develop their experi-ence through each new project. They are continually re-skilling and up-skilling. The need to cut operating costs and streamline operations is resulting in practically everything that is not strategic being outsourced. By Prof. Sattar Bawany “In essence, the heart of the leadership challenge that confronts today’s leaders is learning how to lead in a VUCA World which includes situations of ever greater vol-atility and uncertainty in a globalised business environ-ment, allied with the needs to deal with scale, complexity and new organisational forms that often break with the traditional organisational models and structures within which many have learned their ‘leadership trade.’” 284 Submit your Articles Leadership Excellence Essentials presented by HR.com | 01.2016


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