Managing Global Business Environment: Skills Needed for Success

Running head: MANAGING GLOBAL BUSINESS ENVIRONMENT
MANAGING GLOBAL BUSINESS ENVIRONMENT
Name of the Author:
Name of the University:
Author Note:

1MANAGING GLOBAL BUSINESS ENVIRONMENT
In order for a business to flourish in today’s volatile and competitive global economy,
company leaders must focus on the nuances, both internal as well as external, that are directly
related to the sustainable growth of the business on international standards. By engaging in
meetings and discussions with the internal stakeholders, they must develop the necessary skill
set, a combination of the basic and case-specific elements that can drive company leaders or
CEOs to success through effective listening, sensing and observing of the business prospects.
According to Peter F. Drucker (2005), performativity is directly dependent on the
learning. For a business leader, this learning entails first the understanding of one’s own and
thereafter the company’s strengths and weakness, in relation to the core values of the
company. Taking a cue from Drucker, who focuses more on the humanistic side of successful
business processes, A.G. Lafley (2009) contends that this learning must encompass the
internal and external factors or stakeholders’ interests which has a direct bearing on the
company’s benefits. However, both gives adequate importance to decision-making and
optimization of business by receiving and integrating the customer feedbacks within the
corpus of business processes. As a CEO of Proctor & Gamble (P&G), Lafley’s concerns
circulate more around the interests of the customers (Lafley, 2018). H. Saxena (2015) also
focuses on the development of the skills by the CEO through learning, but he is more
concerned about the process of this learning, and suggests three criteria for the same –
listening, sensing and observing. Like Drucker and Lafley, these three phenomena also relate
to the demands of the customers. Nevertheless, they also take into consideration the interests
of other stakeholders. Listening to the suggestions of the customers and the employees are
extremely important, as it may bring forth long-term benefits for the company (Saxena,
2018). Similarly, the CEO also must be able to sense any loopholes or shortcomings and
adopt related necessary measures for the same. An all-pervading observant eye is also equally
necessary for the leaders in this regard. Therefore, it may be said that, for this to have a full

2MANAGING GLOBAL BUSINESS ENVIRONMENT
play, the organizational culture or the communication standards within an organization
should have a transparent collateral approach, rather than a strictly hierarchical one.
Notwithstanding its correlation with Saxena’s contentions, Drucker provides a
different argument. He says that these learning processes are related to the integral elements
of the person concerned, whether he/she is predominantly a reader or a writer. This, he
elaborates through characteristics of the U.S Presidents (Drucker, 2018).
This paragraph will discuss where in Europe the tools handled by the current CEO
should be made available, whether in Germany, Liverpool or in other parts of Britain. In this
regard, the propositions of Drucker (2005) argues that the advantages of taking over an
existing handheld manufacturing plant in Germany is likely to result in the expatriate CEO’s
better understanding of the business and regulation of adequate policies, since Germany ranks
higher than Britain in terms of Long-Term Orientation in Hofstede’s Model of Cultural
Dimensions. However, Raible (2016) argues that the disadvantages of taking over an existing
handheld manufacturing plant in Germany is likely to result in poor business as compared to
Britain because, unlike the British who are Indulgent and open to new changes the Germans
are more Restrained and hence the new business is likely to be rejected by the Germans, who
may see it as a threat to their corporate culture. Much in line with the previous argument,
Elshandidy, Fraser and Hussainey (2015) argues that the advantages of taking over an
existing handheld manufacturing plant in Britain is likely to result in quality business because
the British corporate culture is more open to new avenues and prefers to trod upon uncertain
paths more than Germany. Opposed to that, the contentions of Lafley (2009) argues that the
key disadvantages of taking over an existing handheld manufacturing plant in Britain may
result in poor business outcomes because in Britain people are comparatively more
individualistic and concerned about the personal or family interests, rather than a shared
interest of the entire society. The framework presented above borders heavily on the cultural

3MANAGING GLOBAL BUSINESS ENVIRONMENT
dimensions of Geert Hofstede, and it may be argued that we can adopt this model because it
gives a nuanced reading of the socio-cultural factors which has a huge impact on the
establishment of a new business, especially if it is in a new country.
Parent Company CEO
Name Ivan Harris
Location New South Wales, Australia
Phone Number ([phone]
E-mail [e-mail]
CEO Expatriate
Name Li Chen
Location Beijing, China
Phone Number ([phone]
E-mail [e-mail]
An essential quality of global leaders is to build partnerships in business. In order to
standardize and integrate operations on a worldwide basis, leaders of organizations should
align their business processes with respect to the different cultural backgrounds of the
stakeholders and shaping the communication styles accordingly. In terms of international
business standards, this innovative prototype of organizational culture offers strategic
measures to individual stakeholders as well as groups to face the more complicated
challenges pertaining to planning and commutations more effectively with newer tools in the
form of innovative skill sets (Goldsmith, 2018). This innovative approach, which takes into