Read the full script of Module 10, Episode 2 of the Global Growth Master Class below. Want to get certified on global expansion? Simply click here to access the complete course today.

How do I manage a distributed organization building a bridge between HQ and distributed Local Teams - all without creating conflict or an “us” vs. “them” mentality between HQ and local teams?

Taking the proper management approach is critical to success in reaching global scale. If your company attempts to do things “the company way” across an international footprint, you may be met with resistance and you will likely fail. There is no one-size-fits-all management strategy that will work everywhere, cultural differences make this an impossibility. We call the model that best manages across a global organization at scale, the Global Class Management Model, or GCM Model.

Throughout the course, we have emphasized the significance of adopting the Global Class mindset. In the following management model, we outline a system for how to operationalize this Global Class mindset, converting leadership principles and strategies into a tangible process that can be applied throughout a global organization.

The analogy of a bridge perfectly captures the essence and approach of how Global Class Companies handle their global presence. Due to differences in geography and culture, there can be a disconnect between the headquarters and the local offices. 

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In the process of expanding internationally, Global Class Companies are essentially building bridges: connecting their brand and customers in other countries, bridging the gap between their headquarters and the local teams who manage their presence in those areas, and bridging the divide between the company's culture and the culture of the local market.

Global Class Companies rely on agile methodologies to construct these bridges, as they provide a universal language between the headquarters and local teams. With strong channels of communication, such as feedback loops, and utilizing tools like the Localization Resource Team (LRT) and Global Growth Playbook outlined in previous modules, agile processes transcend linguistic and cultural barriers, and facilitate the alignment of all parties towards shared goals with agreed upon and standardized procedures.

Company culture and trust play an important role here as well. Company culture can drive consistency across a diverse team spread across the globe, and trust facilitates the collaboration needed to drive growth.

To help you visualize, picture a suspension bridge spanning two shores. On the left shore is the headquarters, which serves as the support system for a global organization that is rapidly expanding and becoming more distributed and virtual. On the right shore lies the local market and its customers, where the company is looking to find traction and scale. Between them runs a roadway supported by towers and suspension cables, forming a crucial link between the two sides.

The Towers

In the GCM model, the bridge consists of two towers. The left tower symbolizes the structures and processes established by HQ, which we have referred to as "Momentum Builders". These are put in place to support the local team and generate momentum for the company. These builders include tools like the Global Growth Playbook and the LRT, as well as other resources that expedite the process of achieving product-market fit during market entry, achieving company-market fit, and leading to scaling during market growth. The strength of the connection between these two towers is crucial for the success of localization efforts in the market.

The tower on the right of the bridge represents the team responsible for supporting the local market, whether they are located in the market, regionally, or at HQ. These individuals combine their local knowledge with the resources available from HQ (the left tower Momentum Builders) to execute growth initiatives and localization efforts. 

The global agile methodology serves as the sturdy foundation for both the left and right towers, allowing the organization to discover and achieve company-market fit and scale. The depth of the pylons supporting the towers indicates the degree to which agile is embedded in the organization's culture, processes, and norms. 

A strong foundation in agile will enhance the organization's ability to achieve global scale. While it's possible to implement many structures and feedback loops, success is unlikely without a fundamental appreciation of the importance of agile methodology and a commitment to it in a global context.

Similar to an actual physical bridge structure, if one tower is weak, the bridge will be unstable. Therefore, it is critical to establish a robust local team (right tower) capable of effectively localizing the business. HQ must provide sufficient resources to establish structures (left tower) that are consistent with core values and ensure strong communication and collaboration between both parties (the roadway). All of this must be founded on common working principles, such as agile, in order to facilitate global growth initiatives.

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 10, Episode 3 of the Global Growth Master Class.