IS GLOBALISATION A MISNOMER Glocasts open culture, its openness as revealed by the top managements willingness to foster a free debate

amongst the senior managers, allowing them to surface issues n an off-shore meeting. It seems as a evolving and learning organization, which tries to find optimal way to function as a true global corporation. Is senior managers have identified a critical issue for pacing Glocasts global growth in the coming years though most of them appear to be preoccupied about their own destiny. In recent years, with an ever -shrinking globe for business, MNCs are on the path from multilocal organizations to global corporations. Evolution of more aware and demanding global consumers all around the world, thanks to a revolution in media and Internet. Global corporations are chasing innovation consumers have become more choosy. The challenge for Glocast lies in using this opportunity to speedily roll out products and ideas across geographies by striking the right balance between exploiting commonalities and weaving in relevant differences amongst consumers in various parts of the world. While the senior management has group has rightly debated Glocasts state of readiness to take on this task, they appear to be biased as they look at the issues involved through their own eyes and their view is based on their own career progression. It will definitely help them formulate their recommendations at the offsite meeting better if they look at it from the point of view of the top management as well. An objective assessment of the situation based on the facts in the case would reveal the following: Glocast is an organization in transition, like many others; hence the issues faced by are not unique; There is no perfect solution to the issue; Glocast has a planned system of management development, as is evident from the posting of cross-nationalities in various jobs. This exposes management to crosscultural differences and makes them more versatile international managers; The company has a global pool of senior managers drawn from various countries, so it recognizes global talent and provides growth opportunities;

It appears to be localising the management in various subsidiaries by deputing personnel with some international experience. This helps obviate high expatriate costs as well; Glocast is committed to and invests in training; Glocast has a pyramid-shaped organization structure. Consequently positions at senior levels will be fewer than number of contenders; The company is focusing on the growing business opportunities in developing markets and is, therefore, leveraging people with relevant skills and competencies to realize this potential; There is a paradigm shift in corporations wherein many younger managers from developed economies like to work in growing economies to benefit from the double-digit volume growth, apart, from being able to appreciate the challenges in this sector; and In line with the focus on developing markets, it appears that Glocast ensures its high potential managers get an exposure to these markets before rising to higher levels in the organization.

Ajay, Madhav, Adisai, Derek and Jose must recognize the fact that to succeed in senior corporate positions, pure competence is not enough. Culture in subsidiaries and headquarters are different; hence line jobs in each call for varying skill sets.