Case study 13

Company M had a structure where the international management was run by US managers. The global functions did not have a strong grip over the US or the international function. As a result, there was strategic bias towards US at the expense of other world regions. Some of the Company’s senior leaders, however, understood the importance of the European market. The global HQs directly intervened to ensure that there was sufficient authorities and resources for the European team to carry on its business. Global processes were built and governance was strengthened to ensure that cross-regional prioritisation and resource allocation was done in a professional way.