Read the full script of Module 4, Episode 1 of the Global Growth Master Class below. Want to get certified on global expansion? Simply click here to access the complete course today.

The topic of organization readiness is the most often overlooked element of expanding into new global markets. Companies of all sizes, stages, industries, and countries of origin are fairly proficient at identifying global opportunities, sizing markets, and deciding where to go, but many forget to ensure the organization is prepared and aligned. Revisiting the mountain climbing analogy we have used, companies see the mountain ahead, and race to scale it, instead of taking a moment to ensure the team has all the tools and right team members to actually succeed at reaching the summit. 

It’s easy to see an opportunity, but difficult to get everyone on board with a focused strategy to reach global scale. If teams do not work on aligning around global growth opportunities and set the right expectations, trust will break down and it is likely goals and milestones will be left unmet. 

As we pointed out in the course introduction, “Global is the New Agile.” Besides sounding appealing, there are strong parallels between successful implementation of the lean/agile methodology and effective global growth. If some team members preferred the waterfall method, sticking to the roadmap, while other members of the team wanted to iterate, then there would be a big problem. 

In the same way, leaders who are attempting to do things the “Company Way” or prioritize speed will clash with those who want to adopt the Global Class Mindset. All team members must be aligned around global growth for expansion initiatives to succeed, just like all team members must be aligned around using the lean/agile methodology for innovation initiatives to succeed.

👉 Click to Get Certified on Global Expansion 👈

In this module, you will learn about the following:

The core things all leadership teams must align on and be committed to in order for a global growth initiative to succeed. We call them the Four Commitments for Successful Global Growth. Each will be detailed in this module. We also provide more details on the assessment we have created that allows teams to measure both global readiness and internal alignment around global growth, which we call the Global Readiness Score.

What questions will this module answer?

• How do I determine if my organization is ready to expand internationally?

• How do I determine the amount of resources to dedicate to global growth, and when? (then explain points about how resources are needed over time)

• How much of what happens in local markets should HQ control?

• How do I structure internal communication to foster alignment across a global team? (Feedback Loops) 

• How should we approach localizing our business to fit new markets and navigate through the stages of global growth?

• How do I get internal alignment around the 4 commitments and to properly support global growth initiatives?

Why does what is discussed in this module matter?

Without alignment, your global expansion aspirations are DOA, dead on arrival. What is covered in this module is tough, it involves attacking potential conflict and misalignment head-on. This module will help you understand the questions your organization it should ask itself, starting with what the real priority is. 

We will discuss this in the next video, but it’s so important that we single it out here. Generally, there are 3 key growth drivers companies can focus on. One is expanding target customer segments, selling existing solutions to new segments of customers, possibly customizing existing solutions, and operating models to fit these new segments. The second is product expansion, adding new products or capabilities to sell more to existing target customer segments. The third growth driver is finding new markets to sell to. Often this means selling in international markets. 

Let us say, without a doubt, you are setting your expansion initiatives up for failure if, (A) there isn’t internal alignment around which of these growth drivers is the priority, and (B) if the third growth driver, selling in new markets isn’t the #1 priority. 

If adding new product lines is more important, then limited company resources available will be dedicated to this instead of to the resources essential to supporting global scale. Don’t get caught with misalignment on this.

Here is what we have seen with companies on their expansion journeys

#1: We find that many companies fully focus on market opportunity, identifying the right market, conducting the necessary localization discovery research to understand the market, and then embarking on hiring a team, working with pilot customers, and launching in the market. They don’t take even a moment to look in the mirror to ensure they have the right DNA, alignment, and commitment to expanding internationally. 

We also see companies committing 3 mistakes related to the topics covered in this module, which were detailed in Module 1, mistakes that lead to failure.

#2. Failing to establish leadership buy-in [image: one screaming while the other person turns away] - Companies don’t ensure that the entire leadership team is committed to prioritizing global growth and doing what it takes to ensure expansion initiatives will succeed.

#7. Not adapting communication to fit a distributed workforce - Companies keep HQ as the central hub that communication must move through and decisions must be made. This is increasingly hard with a diverse and distributed workforce with team members focused on understanding and localizing for unique markets that are very different than HQ.

#8. Not investing appropriate time and resources into global growth. - As we will discuss, this doesn’t just involve the amount of financial support of international expansion initiatives, but also the amount of time these initiatives are supported.

Often the way this plays out is that a company expands in new markets (often multiple) and then pulls back when things don’t go as planned, and/or when the misalignment comes to light and progress stalls.

What risks exist if you aren’t mindful of this aspect of global growth?

There are many risks on the horizon for companies that don’t align around a singular global expansion strategy, not commit to the four elements we outline in this module. Without ensuring organizational readiness and commitment, a lot of time and money will be wasted on disjointed expansion efforts that don’t garner the intended results. 

After you complete this module you will be able to do the following:

Evaluate whether your organization is committed to, and aligned with global growth. You will be able to get alignment around the Four Commitments for Successful Global Growth, guide your organization to answer important questions and take important steps to build the foundation for reaching and then supporting global scale. 

This module, and the exercises of evaluating organizational readiness and ensuring alignment are all about self-discovery. It’s about answering the WHY behind a global expansion initiative, and then doing what it takes to be certain the company has laid the groundwork for successful global growth. If you can't answer the why and if you haven't built a foundation to support growth, it may make sense to take a step back and address these things before breaking the piggy bank (good graphic) and investing a ton of money in international growth.

NOTE: Don't miss out on the next episode! If you want to continue learning about global expansion strategies and dive deeper into the course material, simply click here to access Module 4, Episode 2 of the Global Growth Master Class.