Global companies have traditionally operated with the model of a headquarters driving the strategy and putting guidelines in place, with subsidiaries located in different countries following the direction thus set. I call this the “hoarding of power model,” which the majority of the MNCs adopted. But, over the past decade, there has been a growing awareness in the C-Suite about this model losing competitive advantage through non-utilization of the power of a global talent pool.
Technology drove the digital transformation in almost every Fortune 500 company. These drives are still going through various iterative cycles to get to the “true meaning” of harnessing the capabilities of the globally dispersed workforce. While goals may differ, the challenges this transformation brings to the workforce remain common across the board, even with the COVID-19 pandemic adding another layer of complexity.
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