Aligning human resources pool with global footprint
A Fortune 500 was falling behind its growth targets in emerging markets. Local competitors were in a better position to grab local consumers and resources. They had a better understanding of local market needs despite our client superior technologies. In many countries, the best and brightest local talents – especially women – left our client to local companies as they did not see positive career opportunities and did not feel adequately rewarded.
Transforming a corporation to better leverage all talents
A global industrial company had most of its growth levers in emerging countries. However, its total number of general managers was too limited to allow the opening of all subsidiaries considered, and most of the current senior executives had limited appetite for the new bottom-of-the-pyramid local market segments.