Cross Case Analysis Management Case Study Research

Global Organization Cross-case Analysis
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Global Organization Cross-case Analysis
Introduction
In the modern-day economy, businesses, whether small or big are eying for globalization to leverage on the numerous advantages of a global setting. Business expansion internationally enhances market availability and hence increased sales. Globalization also brings in the aspect of product diversification, which is very significant in offsetting unpredictable future events that an organization is likely to face. Different parts of the world offer different skills due to diversity in education across the world, and therefore globalization is vital in talent acquisition. Globalization signifies the competitiveness of an organization through access to new talents and technologies that may never exist in the home country. It is also vital in establishing a company's brand name which further helps in establishing its reputation. Furthermore, foreign markets have the potential of offering new investment opportunities. Moving global, therefore, should be a top priority for a company that aspires to succeed and to go down in history as a reputable company. Globalization, however, comes with a myriad of challenges which when not handled adequately can be a major downfall to an organization. As many organizations strive to operate globally competitively, the management teams often come under pressure for the need to improve on their performances to ensure it stays relevant both globally and locally. Pressure can come from the stakeholders, the executive or even the partners. Too much pressure is harmful sometimes, however, pressure ensures that the management teams are on their toes in devising ways that ensure an organization stays relevant competitively and also the mission and vision is attained. Some managers can handle the pressure while others do not. Pierre Frankel, Tariq Khan, Galya Molinas, and Vittorio Colao demonstrated exemplary management strategies and change management that are necessary to attain success in global organizations.
Pierre Frankel in Moscow
Pierre Frankel was an executive in a global information technology company, H-IT, with its headquarters in Zurich, New Zealand. Following his excellence in managerial roles, he was tasked with the role of salvaging one of the company’s subsidiaries based in Moscow, Russia. The subsidiary under the management of a Russian, Lebedev as a managing director had experienced notable underperformances that raised concerns to the corporate executives. Frankel faced numerous challenges, including resistance from the Managing Director himself, lack of transparency and commitment from the employees and mid-level management, trust issues because of being an outsider and also Lebedev had manipulated the employees to work strictly for him. The Russian management culture also adopted from the Soviet Union was very ineffective, it exhibited a top-down approach. Regardless of the challenges that he faced, Frankel devised strategies that not only overcame the challenges but also resulted in a major success in the company.
Frankel’s first move was to fight for acknowledgment as a top-level management and be given an office next to Lebedev, as he was the official deputy Managing Director of the subsidiary. Observation, listening, and reading were his guiding principles in maneuvering the organization, and as a result, he was able to interact with many employees and identify the loopholes in the management. He also managed to convince the Human Resource Manager to work with him in order to establish strategies to overcome the challenges. Frankel managed to identify the key areas of prioritization; business predictability, improving sales efficiency and focusing strategic efficiency. Guiding principles to the teams were established to ensure transparency and accountability. Even though Frankel's effects didn't bear fruits immediately, tons of successes were realized in the subsequent quarters, all thanks to Frankel. Internal resistances from the employees ceased and also, they learned how to embrace change and face challenges effectively. Transformative initiatives became the priority and the spirit of working together emerged. Employee involvement also increased rapidly.
Gayla Molinas at The Coca-Cola Company
The Coca-cola company is a renowned multinational company, manufacturing refreshment beverages all over the world. Molinas, the then president of the Turkish branch was to take charge of an expanded region consisting of eight countries in Central Asia and was expected to translate her management skills from the performing Turkish Branch to the entire region without impacting negatively on the region’s operation. This was not an easy task for her, given the cultural and political diversity in the region and also the fact that she was a woman. Molinas had an exemplary management track record and the new role was a litmus test to her performances, which could jeopardize her reputation.
There were concerns from the members of the newly merged economic region about their independence. Molinas was obligated to decide on which system of governance to adopt, centralized, decentralized or hybrid. Eventually, a hybrid system was adopted, with the human resource, finance and technical dockets remaining centralized. This was a bold move by her and the decision initially bore lots of successes in the Central Asia region before the Turkish branch started declining. The Turkish branch started facing challenges from the rising anti -American products move and protests. This was motivated by the rising health concerns, diminishing US financial support and the economic impact from within and without. Molinas was once again tasked with the mandate of alleviating the crisis in Turkey,...