Who said Globalization was Easy?

The most successful global organizations are those that operate profitably and effectively at the local level but which also continually identify, package and deliver the kinds of products and services that are needed by the global economy in a timely, cost-effective manner. Global organizations thrive when people and companies at the local level identify with them and welcome them into their lives and businesses. The old Vaudeville comedians had a well-known line that always brought laughs because people knew what was meant: “That’s no lady, that’s my wife!” The loyal customers/members/stakeholders of global organizations might offer a similar line—“That’s no global organization, that’s my (substitute here what you want--such as favorite place of business, professional organization, place that I most relate to….).” People relate to organizations on a micro or local basis but for these operations to enjoy long term sustainability they must be relevant to the trends and market needs that manifest themselves at the macro or global level; because although people like the near and the familiar, they also recognize that in the long term they need to follow the paths that ensure survival and growth.

For a global organization to have a great idea but be unable to apply it locally is not very useful—in fact, it may as well have no idea at all. But focusing uniquely at the local level without connecting the dots, without trying to derive solutions to universal problems and needs at a global level is also an organizational dead-end. Scales need weights on both ends in order to be in balance.

The organizational challenge here then is to be able to function fluently and effectively at both levels—to be able to make global solutions relevant at the local level where people live as well as to be able to derive lessons from what is learned locally in order to apply these concepts globally. Moreover getting it right once doesn’t mean you can rest on your laurels. Global tides and local currents are constantly changing—leading to the never-ending need for global organizations to be in a constant mode of seeking out areas where they can improve their effectiveness, efficiency and relevancy on both the global and local levels. How is that for a challenge? Who said globalization was easy?

From The Association Guide to Going Global, (published by John Wiley & Sons, Inc., July 2010)

The Nature of Globalization

It would be nice if globalization were a finish line so that we could say to ourselves, “Here finally I have run the race, with considerable effort and sacrifice along the way, but now I can sit back and enjoy the laurels of victory….” No such luck, unfortunately! Globalization defines an organizational structure and mindset that can and does enhance or ensure the continued success of already successful organizations. Globalization also can offer new success in new markets for organizations that once were successful in markets that might now be in decline. But in all cases, a successful globalization effort is a continuous challenge. It needs to be built on an existing, solid base as defined by an organization with a vibrant mission and that is supported by products and services that respond to or that have the potential to respond to actual and evolving global market needs and wants.

The one constant in globalization is that it is a constantly shifting battlefield. Success attracts attention and that attention leads to other organizations moving into your territory to share in your success! The one sure thing in all of this is that there will always be copycats popping up or organizations appearing that profess to have a better solution or better programs and products than what your organization is offering…. As much as this may be hard to admit, all of this competition is good for consumers around the world—but that doesn’t make your life as the provider any easier, does it?

Nevertheless the really scary thing about globalization is that you can’t decide to opt out of it any more than you can decide not to breath! The African story about the antelope and the lion comes to mind. The antelope knows that if it is to survive it must be able to run and run fast. The lion knows that if it is to eat it must be able to run and run fast to catch its meal. So at the dawn of every day, whether you are the antelope or the lion, you know you must be up and running to survive. Of course globalization is like that—whether you decide to play an active or reactive role, you can’t opt out of the game.

(Taken from The Association Guide to Going Global, by Steven M. Worth, John Wiley & Sons, 2010)

Resisting the Temptation to Become Clubs

If associations are recognized and accorded tax exempt status in virtually every nation of the world it is because the role of associations is recognized for the value it brings to society at large. This fact imposes a considerable challenge to association leaders--that they constantly push the boundaries of what might feel comfortable for them. All associations have constituencies and in this regard all feel most comfortable working with those names and faces that are nearest and that they see most often. The pull to close ranks and to create an ever narrower circle of friends and acquaintances is formidable. In effect every organization is drawn to the familiar, and as they are they consciously or not erect barriers against the unfamiliar. In so doing, they turn themselves into clubs—a group of members who define themselves as much by who they are as who they are not. Exclusivity is an important part of this picture. But those organizations that give in to this temptation are more than likely betraying the broader, more altruistic visions and missions that called them into existence in the first place. Society does not accord legal and financial advantages to organizations that serve no purpose than themselves.

If the temptation to define oneself within a national context is great, then how much more so in an international/global context! Each and every one of the US-based associations in the case studies referenced in this book was given the same choice when faced with their various challenges—to circle the wagons and concentrate on their core national constituencies, or to follow their more broadly defined visions and missions into unchartered, global territory. In each case the volunteer and professional leadership of each association chose the latter option and in each case this decision propelled their organizations into broader, more dynamic roles on the global stage.

This is not an easy decision to make—some might even consider it foolhardy. In retrospect we can see that they made the right decision, but at the time it was not so clear. What caused them to take this leap into the unknown? Perhaps there were two reasons—one negative and one positive.

(Taken from The Association Guide to Going Global, by Steven M. Worth, John Wiley & Sons, 2010)

Guarding Your Intellectual Property Rights

Your organization’s intellectual property is its life blood. It is most probably what caused your organization to come into existence in the first place and it is what keeps you alive. It is also what will power your growth globally. Products and services can be made and delivered anywhere; but the ideas that underlay them all belong to someone somewhere. These people and their employers that produced these ideas that other people need or want are and should be the beneficiaries of the value that they have added. Sounds simple, doesn’t it? Well there is a reason that intellectual property law is one of the fastest growing disciplines throughout the world. It is on this battleground that the winners and losers of globalization will be determined. What?—you didn’t know you were in a fight? Look again….

(Taken from The Association Guide to Going Global, by Steven M. Worth, John Wiley & Sons, 2010)