For multinational enterprises, the rise of the multi-polar world— a phenomenon in which traditional centers of economic power are being dispersed more widely across the globe—makes global operating model configurations and organizational capabilities more important than ever. However, a recent Accenture survey shows that 95 percent of senior executives say that they doubt that their companies have the right operating model to support their international strategy.
To effectively support an organization’s international strategy, five organizational components need to work in synergy: leadership; people; organizational structure; processes and technology; and metrics. But which model is best suited? How do developed-market and emerging-market multinationals’ operating models differ? What can they learn from each other?
Accenture is researching the answers. Ahead of the full results—scheduled for publication in August 2009—this research report compares the literature on emerging- and developed-market multinational enterprises and sets out the six core research-based hypotheses that the Global Operating Models program is testing. By testing these hypotheses, this research project will provide answers to strategic questions and provide key lessons for multinational enterprises as they seek global expansion in the multi-polar world.
Authors: Joshua B. Bellin, Robert J. Thomas, Stéphane J.G. Girod
Source: Accenture
Subjects: International, Organizational Behavior
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