The Definitive Blog for Entrepreneurs and Small Businesses Interested in Going Global
Although our insights are targeted at a slightly different area, we feel that they are still relevant with the issues you're discussing here. Our analysis is available at http://blog.frontierstrategygroup.com:Many executives, when pressed to explain what differentiates their corporate culture from that of their competitors will say something along the lines of, “our company is like a family” or, “employees are attracted to our values.” At established offices in developed markets, where hundreds of long-time employees live and breathe the corporate culture, this ambiguous but definition may be sufficient.In emerging markets, however, companies do not have this luxury. Very few employees in a local office will ever make the trip to headquarters to absorb and live that culture first-hand. Furthermore, as companies rapidly expand their local headcount, the ratio of “indoctrinated” employees to “un-indoctrinated” employees will become even more skewed. Some locations may get lucky, organically developing their own unique corporate culture in the local office that successfully engages talent and differentiates the work environment, but relying on luck is never a best practice.The companies that have been most successful in attracting and retaining top talent have put in place formal processes for defining, differentiating, and instilling their corporate culture in their furthest-flung emerging market locations.
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