In my last post, I shared the trends that are redefining human capital management (HCM) in the U.S. and around the globe. While all large organizations can benefit from human capital management to drive positive business outcomes, being a global, multinational enterprise places unique demands on an HCM strategy.
Say you’re a global business. You understand the significance and importance of hiring and retaining global talent to drive the best results. Yet in reality, you may be sending another message to your employees. For example, imagine you are a U.S. employer with offices in Japan and Korea. You have just hired a sought-after engineer in Japan and one of his first experiences on the job is filling out a new hire document with Anglo-centric formatting. Meanwhile, new training materials are being distributed in Korea, but associates there find them confusing due to solely U.S. cultural references. Your human resource administration may be giving global employees the impression that they are less relevant to your organization.
If the saying, “a camel is a horse designed by a committee” is true, then a confused or weak brand is a brand designed by a committee of agencies.
Without question, we live in a time of collaboration and integration. But where and when the integration happens is still a matter of debate.
A brand touches and is touched by consumers in dozens, if not hundreds of ways. Each of those touch points has executional experts. Yet all touch points are not created equal. And at different times, different touch points need to take or share the lead.
The opossum is a strange animal. Its principal line of defense against potential predators is feigning death. While an ingenious and innovative psychological deterrent, this has at least two significant risks if not followed up by subsequent innovations.
First, it banks on predators’ tastes not changing over time. But what if a stiff, carcass-like appearance eventually becomes an appetite enhancer and not suppressant for savage beasts?