THE ACADEMY OF BUSINESS STRATEGY
GLOBAL LOCALIZATION BLOG
Share your success and help others succeed
Charles Demicher (CBS) BESc
“Share your success and help others succeed. Give everyone a chance to have a piece of the pie. If the pie’s not big enough, make a bigger pie.” by Dave Thomas . New shifts and paradigms of business can evolve using the essence of this notable quotation. Additionally, “As long as you’re going to be thinking anyway, think big.” by Donald Trump.
Sharing success includes sharing bilateral collaborative new knowledge. New knowledge is spawned both from the molecular view of an existing or new business opportunity and from the perspective of global business. Systematically incorporating new knowledge into the business processes for the purpose of leading a new methodology and business path are part of the development of new business growth in symbiotic business systems.
A constant practice of Global and Localization views in business planning and operations allows businesses to share new knowledge from every aspect of business from the world market environments and from the local viewpoints. With the advent of Internet oriented collaborative tools and systems and advanced telecommunications systems the nirvana of business planning and servicing new customers with on demand products and services can theoretically approach the zip/postal code demographic level and the individual user on a larger scale. These systems are already in existence in marketing programs and for the delivery of certain “just in time” products/services customized to the individual users/customers. These systems represent a glimpse of the business methodologies and systems which are evolving and improving due to the bi-lateral exchange of information from individuals from any location in the world on a constant basis.
Businesses that realize that “what you see is what you get” can frequently change; they appropriately compensate and make agile adjustments. These are the businesses, in part, that are leading the development of new business revenues as they quickly adapt to methods of Global Localization. With systems allowing for rapid adjustments quickly, as part of many positive outcomes, costs of operations are reduced and a higher probability of new sales revenues are achieved as the “pie of opportunity” increases in size, as indicated by the quotation above. Additionally, there are many ways to increase the scope of business opportunities including restructuring existing models of operations and positioning for organic growth following a new alignment over and above the traditional re-structuring models.
One of many strategies within the realm of Global Localization, as businesses operate during the transitional fluctuating effects of world economies, a Global Localization form of collaboration can be taken to a more serious level of execution in order to re-structure existing operations in order to realize positive results for more than one business within the same business cycle. This growth oriented collaborative model can create larger market opportunities versus working in a closed and isolated mode of business demonstrating a lack of understanding of the key success factors important to the other business alliances within the same business cycle. Similar to technological changes; there are the frequent fluctuations of advancement; however, they are a part of larger cycles of technological change. Through a new form of collaboration new business cycles can be established from which to operate within.
Through collaboration understanding the business sensitivities of the business entities before, after or in parallel with each business operation improves the performance of the business cycle while leading to improved efficiency and new revenue opportunities. If one business segment within the same cycle slows down, a ripple effect occurs. Similarly, if one business accelerates, a disruption of service occurs causing a potential loss of sales. When businesses are fully aware of the end to end process beyond their business and know its position within the business cycle it can fine tune its products, services and systems to improve the business results of the subsequent or previous business entity within the same cycle. This business awareness in another form of Global Localization which will be expanded up in subsequent articles.
The business cycles can be in the form of multiple matrices as businesses develop new revenues streams from new on demand intelligence discovered when understanding the molecular market indicators of the business. Similarly, in part, parallel collaboration can develop and evolved new business revenues and provide existing products, services and systems. This is more pronounced for the implementation of products, services and/or systems in emerging markets serving specific end users, groups, communities and regions. If the framework of the systems are similar for one location and another such as a type of project, collaboration with the other localized and parallel business(es) can lead to possible sharing of resources and assets in order to accomplish an overall common goal and better economies of scale under a large scope of business as a whole with the understanding that prior synergies, agreed upon terms and conditions are mutually established. This modality of collaboration, as part of evolving systems, opens new expanded areas of business opportunities and through collaboration, various levels of progress can be accelerated by making this new shift or new alignment in existing operations.
From a ground level perspective, personnel accountable for the deployment of turnkey systems planned for implementation in one site in the world, can collaborate 24/7 with each of its reciprocal peers in another location in the world. Each individual respectively will learn from its alliance peer respectively for each discipline in a bilateral collaborate relationship while being accountable to achieve common goals and milestones for the businesses. For example, the job description of each peer would include assisting its counterpart peer in the parallel turnkey business / project. New information imposed by environmental, economic, cultural and other effects, in part, systematically coordinated and received from both parallel business operations will enhance the quality and viability of the final products, service and/or system as an “adjust as you go” modality is realized using on demand local molecular business information.
Additionally, at all levels of turnkey implementations, sharing of information and resources spawns new forms of capabilities typically unseen before when operating in a non-sharing of knowledge business environment. It is understood, however, that prior to enabling these types of collaborative arrangements, a common respect of engagement, operations and policies are predefined and planned so that the business entities working together result in enhancing each other’s strengths while each growing together and respectively achieving their respective corporate milestones. This is another aspect of many Global Localization characteristic, which we will explore in subsequent articles.
In essence again, its sharing of knowledge at all levels of business from the molecular level to macro level strategies within a managed environment in order to protect assets or intellectual property. Nevertheless, when collaborating with other businesses the emphasis is the application products, services and/or systems versus recreating the wheel, hence, collaboration executed in the correct way will lead to overall growth for all businesses within the business cycle.
These protocols of business can be introduced via missions objectives and new practices of excellence in a corporation and organization. New guidelines of organizational practices should be introduced which implements a common activity, system, process, methodology and an approach towards a task or multiple tasks which include an incentive that is more impelling than just completing a specific result. The cognitive content is that a sought after result is delivered with no unforeseen complications, which is another form of awareness that personnel should practice during collaboration while completing tasks.
Global Localization, in part, includes sharing of knowledge from a task to task viewpoint. Regardless, of tasks in series within a chain of events/milestones or tasks compared in parallel with the addition of a Global Localization perspective, each product, service and/or system can be adjusted to fit the local environment via an organized approach driven by global objectives within the business. Equivalently and/or more importantly the bi-lateral symmetry of local needs drive the overall evolutionary effects of the global business strategies in an ongoing push-pull or oscillating methodology resulting in expanding business and accelerated progress.
Sharing of knowledgeable at the molecular local level of business throughout all levels of the organization as a whole evolves the business and as the business evolves new opportunities develop and open which were unseen before. Business and organizations which recognize this managed openness of sharing knowledge, far excel in success as compared to organizations not practicing these elements of Global Localization. Hence, the quotation noted above is actually profound in its limitlessness.
ABOUT THE AUTHOR
Charles Demicher (CBS) BESc is an approved Certified Business Specialist (CBS) with the Academy of Business Strategy and his specialist subject is global localization. He has achieved a BESc from the University of Western Ontario. He has been employed as a CEO, CTO, VP, Director and Consultant for various companies and has experience within the electrical engineering, energy, asset management and private banking industries His clients or employers have included World Industries Inc, Shanghai Broadband Network Inc, Asia Broadband Inc Nortel Networks, ANTEC, ATT, Rogers Communications Inc, Holographic and Content Development Co’s, Bell Canada Limited and Shell Oil. He has geographical working experience in the USA, China and Brazil. He speaks English. His service skills incorporate forward thinking, leadership management, process improvement, new business development and global localization.