Effective Strategic Thinking - Leadership and Culture

“Innovation is the process whereby new and improved products, processes, materials, and services are developed and transferred to a plant and/or market where they are appropriate.” Albert Rubenstein (1989).

Relative Core Competency and measurement matrix
Schulz (2007) writes: “One of the primary goals of effective strategic thinking is to allow you, as an analyst, to come to a “big picture understanding” of the elements of both the external world that affects a business, and the internal world of the business. Strategic choices are born between the spaces of opportunities and threats in the external environment on the one hand, and the skills and capabilities of the company on the other.”

Whether companies are seeking international partnerships, export sales, expansion to new markets, or open innovation opportunities, it is important to establish strategic partnerships and use various channels. An effective partner should be utilized as a sourcing partner which can offer the expertise and intelligence about that new market, in order to connect with opportunities that can rapidly expand your business or transform your perspectives to better adapt your solutions. The free flow of capital, expertise, service and products; the increase in international partnering and trade finance options; and globalization have dramatically increased access to markets around the world.

General Approach to Leadership and Culture
Sawhney and Parikh (2001) give us an overview of how to best deal with issues of culture and leadership, when they write about harnessing the values that live in our networked world: “By being aware of patterns in network intelligence and by acting rather than reacting, companies can turn chaos into opportunity.” In other words, a strong organizational culture is one of the most sustainable competitive advantages a company can have because it is unique. But to do so, it is important to have leadership that paradoxically blends humility with ferocious resolve and the ability to give credit to others while assuming their own failures (Collins, 2001).

Furthermore, openness towards cultural sensitivities that may be radically different from personal values and beliefs is a crucial point of the new paradigm of leadership effectiveness.
Here are values that reflect sustainable global sourcing and trade;
1. Integrity in your business approach
2. Exchange with your Customers and Trade Partners
3. Innovate
4. Empower and Give Back: to your communities and the communities with which you do business.

According to IBM's Organization and Workforce Transformation; driving innovation and growth in today's business environment requires focus on the organization and workforce capabilities. The ability to manage costs, drive productivity and gain a competitive advantage from the workforce is growing in importance and focus. Today's dynamic workforce is increasingly globally dispersed, multi-generational and multicultural. Effective management requires an integrated and consistent approach to help drive cost savings, efficiency, retention, quality, customer satisfaction and innovation.

Turning on the Lights Global - We link innovation-focused companies with potential partners in the Americas and allow rapid diffusion of ideas through a structured channel across geographic regions. Creating meaningful cross-cultural experiences & building internationalization processes for success.​
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References:

Rubenstein, Albert. 1989. Managing technology in the decentralized firm. New York: Wiley.

Sawhney, M., & Parikh, D. (2001). Where Value Lives In A Networked World. Harvard Business Review, 79(1), 79-86.

​Strategy and Transformation - Organization & Workforce Transformation. Retrieved from: http://www-935.ibm.com/services/us/gbs/strategy/talent-and-workforce-management.html