I am currently in Paris, France. As I was strolling through as part of my regular walks, I was particularly struck by the number of construction initiatives and establishments with several technology companies, hotels, fast food chains, fashion accessory companies, etc. I could not help starting to think of all the types of projects and leadership involved in such projects establishing these companies across the globe. I saw the same establishments in Vietnam, India, and the US.
While still upholding global branding, these companies and establishments need to cater to local markets leveraging funding options specifically relevant, yield to local laws and regulations, and show demonstrated leadership in each of these projects. It was at this time that I also saw announcements about tariffs from the US on steel and aluminum. These external influences emphasize the need to understand PESTLEED approaches to analyzing SWOT further.
As project and program managers start working on global initiatives introducing change, it is pivotal to understand that global leadership is beyond just understanding cultural diversity. Global leadership must extend to working in a volatile, uncertain, complex and ambiguous (VUCA) world where project and program managers need to understand all the ten knowledge areas of project management but also go deeper in understanding the program management domain in strategic alignment and the benefit delivery lifecycle.
This generation of focus on value maximization is the foundation of glolocalization, i.e. global leadership with a localization that much beyond just culture and diversity. In other words, “think global, act local” philosophy integrating leadership and management needs to be woven into grooming upcoming talent as well as existing talent. Several strategies have failed when people didn’t think globally factoring cultural conditioning. Let us learn from these lessons and avoid repeating the same failures. As I always say, “Fail forward!”
While still upholding global branding, these companies and establishments need to cater to local markets leveraging funding options specifically relevant, yield to local laws and regulations, and show demonstrated leadership in each of these projects. It was at this time that I also saw announcements about tariffs from the US on steel and aluminum. These external influences emphasize the need to understand PESTLEED approaches to analyzing SWOT further.
As project and program managers start working on global initiatives introducing change, it is pivotal to understand that global leadership is beyond just understanding cultural diversity. Global leadership must extend to working in a volatile, uncertain, complex and ambiguous (VUCA) world where project and program managers need to understand all the ten knowledge areas of project management but also go deeper in understanding the program management domain in strategic alignment and the benefit delivery lifecycle.
This generation of focus on value maximization is the foundation of glolocalization, i.e. global leadership with a localization that much beyond just culture and diversity. In other words, “think global, act local” philosophy integrating leadership and management needs to be woven into grooming upcoming talent as well as existing talent. Several strategies have failed when people didn’t think globally factoring cultural conditioning. Let us learn from these lessons and avoid repeating the same failures. As I always say, “Fail forward!”
