Organizations are increasingly working in global environments where the business leaders need to manage across geographic, institutional and cultural diversity. While most people are not naturally comforting working across such a wide spectrum, this is a basic necessity for acing talent management today. One can start off by being associated with smaller, risk-free projects, or being part of any bigger team where others are there to take care of. There may be differences even in terms of ideology towards foreign trade or national interests. Sometime, in spite of formal mergers, employees tend to associate themselves with either of the earlier entities due to the underlying cultural differences. This can be clearly seen with Air France and KLM as well as with the Novartis case between Ciba-Geigy and Sandoz. There also exist natural multicultural people, who can easily switch across cultures. L’Oréal is one company that makes use of such people to the hilt. The Renault-Nissan merger is another example of good integration across the cultures- French and Japanese.

Source:https://knowledge.insead.edu/strategy/spanning-the-boundaries-that-limit-organisational-innovativeness-8371

Uploaded Date:07 June 2018