Training Industry Quarterly - Fall 2008 - (Page 27) T here is little question that globalization is here to stay. Companies both large and small are vigorously pursuing globalization strategies to achieve their business objectives. The added complexity generated by these new global mandates is a major issue for business unit managers. However, there is a smarter way to compete and win on a global playing field. The “art” of management is now about finding ways to exert influence over resources not under an organization’s control. Rather than a focus on deep technical expertise, L&D practitioners require a much broader skill set, associated with the need to orchestrate and coordinate the work of distributed networks and teams. In his bestselling book The World is Flat, Thomas Friedman notes that we are currently in a new era of globalization, which he calls “Globalization 3.0.” In this era, Friedman’s flat world exists because economic activity occurs on a level playing field that “allows for multiple forms of collaboration on research and work in real time, without regard to geography, distance or, in the near future, even language.” Globalization has emerged as a considerable challenge for organizations that need to expand their learning operations outside of their local headquarters or when delivering solutions in other uncharted international regions. Organizations that already have a centralized, domestic learning function have found it very difficult to replicate their service offering in other parts of the world. Some common challenges have included: ■ Language barriers ■ Cultural differences ■ Technology shortfalls ■ Localization versus standardization ■ Inconsistent learning objectives across all regions In this era, where networking technologies have connected the world using instant global information and communication, the L&D function has a unique opportunity to influence the way successful companies access global markets and serve global populations. To act globally, you must first think globally. Learning executives must be prepared to respond quickly with a workable action plan when they are asked by their CEO to work across borders. Thrive and Survive In a climate of constant change, the challenge for chief executives and corporate learning executives is to develop business leaders who perform optimally and think strategically to drive corporate growth. Of all corporate functions, the L&D function is in the best position to offer the greatest strategic value, as it has many “touch points” throughout the organization. Learning and development professionals must all be focused on the business imperatives of time-to-market; understanding managers’ specific business needs; how to use technology to improve service and reducing costs. To achieve this, learning 27
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