Global Leadership: Developing Multinational Retail Team - Essay Example

Global Leadership: Developing Multinational Retail Team Introduction The development of a multinational retail team requires careful consideration on the side of the team leader, considering that it is through getting the process of formulating the team right from the very beginning that the subsequent success of the retail function of the global retailer will be defined (Marquardt & Berger, 2000:22). While the cultural and the social-political factors are major factors influencing the global retail markets, defining how the business operating globally will perform is a function of more influential factors for the global environment, which include innovation, economic uncertainty and the geopolitical factors (Morris, 2012:n.p.). In this respect, it is essential that the team leader establishing a multinational retail team must put all these factors into consideration, and thus is required to possess the requisite personal traits and skills that will make this achievable. Thus this report seeks to establish the process of establishing an effective global retail team for a major global retailer. First, the report will consider the personal traits and competencies that I posses, which are suitable for a global retailer team leader, and the skills gap that I need to develop to be effective in the role. Secondly the report will address how the multinational retail team will be formed, while also addressing the sensitivity issues that are key considerations when forming the team. Thirdly, the report will focus on the factors that may inhibit the formation of an effective multinational retail team. Finally, the report will address the globalization and the contextual issues that will serve as the critical success factors for the retail team. Personal traits and competencies suitable for a global retailer team leader and the skills gap requiring being develop Personal traits and competencies Effective communication skills Communication skills are essential for the effective performance of a team (Hofstede, 1980:42). One of the major strength that I possess is good communication skills, which enables me to articulate issues precisely, as well as interacting productively with others, such that a fruitful discussion and resolution of issues can be attained. The relevance of this major strength that I possess is that; it will enable me to communicate effectively to the rest of the team members regarding the goals of the global retailer that needs to be achieved, while also enabling me address the issues that the team members might raise effectively (Burns, 1978:12). Through good communication skills, it will be possible to establish the needs of both the team members and the customers that the global retailer seek to serve, thus making it possible to achieve success in the goals and objectives set by the multinational retail team. Cultural cognitive skills Cultural cognitive skills form one of my major strength, where I am able to understand the cultural values and the principles underlying such values, without having to go through a lengthy process of induction or orientation into the community or the culture in question. The cultural cognitive skills emanates from the respect and appreciation for the diversity of different cultures and social frameworks, which when combined, becomes a major strength in resolving issues, considering that different cultures have their different aspects of strengths, which when combined, becomes a major force in addressing social-cultural issues (Vilet, 2013:n.p.). Therefore, through the cultural cognitive skills, I will be able to understand the cultures of the different team members as well as the cultures of the different target markets that the global retailer seeks to serve. Further, the skills will make it possible to establish the principles underlying the cultural values, to enable the team and the global retailer address the cultural and the social needs of the target market, without causing cultural conflicts (Marquardt & Berger, 2000:56). Intellectual understanding of the global business context The global business context is a very complex environment, and it requires a high level of intellectual understanding, for any business seeking to operate globally (Vilet, 2013:n.p.). The complexity of the global business context emanates from the fact that there are a variety of factors that are in play, such as the geopolitical, legal, cultural and economic factors that are different from a domestic or local market environment (Hofstede, 1980:51). Thus, the fact that I have a high level of intellectual understanding of the global marketing and business issues, will enable me to formulate strategies and business models that will maneuver through the above global marketing factors, so that the retailing process of the global retailer organization seeking to venture into the global market will be smooth, especially in the matters of the supply and distribution chain, which serves as a major hindrance to the successful operation of global marketing activities (Morris, 2012:n.p.). Skills gap requiring being develop Impatience Lack of patience is a major weakness that characterizes my personal attributes. Patience is one of the major attribute that is essential for the realization of success in marketing activities, since succeeding in persuading customers, especially across the borders will require a high level of patience (Morris, 2012:n.p.). Therefore, this is one of the areas that I require to address, to be effective as a leader in multinational team pursuing global retailing. Fear of uncertainty Despite the fact that I have a high level of exposure to the global marketing environment, I have always had the fear of uncertainty. The fear of uncertainty can hinder effective leadership for a multinational retail team, considering that global retailing, as well as any other global business undertaking is characterized by high levels of uncertainties (Hofstede, 1980:48). Therefore, the fear of uncertainty is one of the skills and competency gap that I need to address, to be able to lead the team effectively and give the team the relevant confidence and motivation. Formation of the multinational retail team through key sensitivity considerations Diversity Diversity is the major aspect that will inform the process of establishing a multinational retail team, considering that there are numerous advantages that accrue from diversity. The incorporation of people from different cultures, economic and social backgrounds, as different religious and political orientations will be a major consideration in the establishment of the multinational retail team, since such dimensions of diversity helps to shape the team as a global entity (Burns, 1978:35). Where diversity exists, the issues of cultural, social, political and religious conflicts are easily addressed, considering that the individuals from such different orientations will assist the whole team to learn the values and principles that are fundamental to different global markets, thus making it possible for the team to serve the markets without raising unnecessary conflicts (Vilet, 2013:n.p.). Cross-boundary partnering The other major factor that will inform the formulation of the multinational retail team will be the cross-boundary partnering, which entails ensuring that the global retailer has established partners in each target market (Marquardt & Berger, 2000:31). This concept is vital, since it will ensure that the global retailer is represented in all the markets that it seeks to serve, and consequently ensure that the global retailer will have a high level of understanding of the business environment within those markets, as opposed to when it would serve those markets without internal partners within the target markets (Morris, 2012:n.p.). In addition, through cross-boundary partnering, the multinational retail team will be able to pull the best brain from every target market, making it possible to have a highly competent, efficient and effective team that will pursue the goals and objective of the team with a high level of competency. Single sense of purpose The other major point of strength for the multinational retail team will be the establishment of a single sense of purpose, which means that the whole team will be focused in pursuing a single objective for the global retailer. This will in turn result to the success of the retailing activities, since with a single vision, teamwork is highly effective and thus retail marketing activities will be executed successfully (Vilet, 2013:n.p.). Factors that may inhibit the formation of an effective multinational retail team Language barrier Language barrier is a major factor that can hinder the formation of an effective global team, considering that the difference in languages spoken in different global markets can hinder the effective communication process both between the team members drawn from different language zones, and between the team and the target customers (Hofstede, 1980:42). This may prevent the multinational retail team from functioning effectively, considering that communication is fundamental to the success of the teamwork. Geopolitical and cultural factors The global business environment is highly vulnerable to the geopolitical and the cultural factors (Burns, 1978:21). This means that the politics or the cultural environment in one target market can influence the way the business will be performed in that particular market. Under circumstances where there is a high disparity between the home market and the foreign markets, the political and cultural factors such as political upheavals and social conflicts can hinder the operations of the business within the foreign markets and thus affect the chances of the business succeeding in the market (Morris, 2012:n.p.). Economic factors The adverse economic factors serve as the other major hindrances to the success of a global business, owing to the fact that economic factors such as inflation, disparity of exchange rates and trade restrictions may hinder the success of business in a certain global market (Hofstede, 1980:61). Therefore, it is essential for a business to fully understand the economic factors at play in the target market, before venturing into it. Globalization and the contextual critical success factors for the retail team Localization of the multinational retail team The success of the retail team will be highly informed by the localization of the team to suit into the foreign market context through the process of cross-boundary partnering, where the global retailer will have partners in each of the target markets(Vilet, 2013:n.p.). This local representation will enable the global retailer to function as a local business, thus making the multinational retail team successful in its global retailing activities. Diversity of the multinational retail team The diversity of the multinational retail team will ensure that the team comprises of members from all the market that the global retailer seeks to serve. This way, it will be easier for the team members to help the whole retailing team contextualize the social, political and cultural settings of the society, thus help in avoiding the social conflicts that may hinder the retailing success (Morris, 2012:n.p). Single sense of purpose The shared vision amongst the members of the team will help to ensure that the whole team is united towards pursuing the same organizational goal, a factor that will unite the team and strengthen its resolve to achieve success for the business (Burns, 1978:25). In this respect, a united team working for a single objective of the global retailer will be able to deliver success. References Burns, J.M. (1978).Leadership. New York: HarperCollins. Hofstede, G. (1980). Motivation, leadership, and organization: do American theories apply abroad? Organizational Dynamics, 42-63. Marquardt, M., & Berger, N. (2000). Global Leaders for the 21st Century. Albany: SUNY Press. Morris, W. (October 17, 2012). Metacognition: The Skill Every Global Leader Needs. Harvard Business Review. Retrieved March 25, 2014 from http://blogs.hbr.org/2012/10/collaborating-across-cultures/ Vilet, J. (August 7, 2013). ‘5 critical skills for effective global leadership’. Retrieved March 25, 2014 from https://www.octanner.com/blog/2013/08/5-critical-skills-for-effective-global-leadership/ Read More