由于全球化而导致的操作策略的变化
Organizations need to dramatically change their internal management processes to successfully globalize their operations. They need to adopt more stringent quality and performance standards than they ever had to in their local markets. Maintaining a high level of quality is essential since the cost of a defect can be very high for an organization operating in global markets. Global organizations require competent managers because issues in international markets and operations are much more complex and demanding than those in the domestic market. They need to look not only for market opportunities or resource availabilities, but also for talent that can be used to design future products. In other words, global managers should strive to leverage the local assets of their organizations for global advantage. The difference in approaches between national and global goals and management necessitates changes in several key strategic operational decisions. The following sections describe the differences in each of these approaches.
Selection of Markets
The selection of a market is a simple task for national organizations. The managers at headquarters and their counterparts in the divisional offices select markets for their products. However, market selection is a more complex task for global organizations and requires considerable attention to factors like market size, the capability of the subsidiary, the value of experience that can be gained there and so on. Information about customers, suppliers, competitors, and other macro economic factors is also necessary for market selection. Hence, managers of global organizations need to discuss numerous issues with the managers of subsidiaries when selecting markets for their products.
产品开发和技术选择
New product development by a national organization is based on the local need for the product and the potential for returns on investments made in the national market. The managers and the technical staff at headquarters select technology for these organizations. However, in the case of global organizations, the managers at the head office do not dictate product development and technology choice to their subsidiaries. In these organizations, product development involves the joint efforts of experts located in different countries and markets, who pool their knowledge and experience to develop a globally competitive product. Decisions regarding the use of technology in product and process development are dependent on inputs from managers and technologists from headquarters and various subsidiaries. Organizations like IBM, P&G and Ericcson carry out their product development activities with the help of experts located in different countries.
资源分配
每当国家组织提到资源时，在大多数情况下，它们意味着资本资源。在这些组织中，总部通常将资本分配给其子公司并控制其活动。资本分配是在项目基础上完成的。只要投资的收益不低于该组织在其他地方的收入，本地经理就可以重新投资利润。就全球组织而言，“资源分配”的概念在范围上更为广泛。许多全球组织中最稀缺和最宝贵的资源是他们的技术人员和国际经理，他们可以协调工作以取得持续改进。
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