1.0 Developing a global vision and mind set
Does your company have a clearly stated vision to be global?
Are you satisfied that the vision has been effectively communicated to all employees worldwide :
Do your employees have performance measurement and reward system that encourage global behaviour?
2.0 Measuring today’s global position and establishing priorities
Has your management defined the gap between being global and where it is today?
Has your management defined an action strategy that will allow it to close the gap?
Can your company outplace your competition in the race to become global?
3.0 Understanding your global customer’s demands and needs
Will global customers generate a significant proportion of your future revenue stream?
Do your customers view you as a global supplier?
Do your employees understand the information and service requirements of customers on a
4.0 Balancing Global local activities
Does your management understand which aspects of the company have to be managed on a local basis?
Does your management understand which aspects of the company have to be managed on a worldwide basis?
Does your Management System allow you the capability to find the optimum balance between the two?
Does your company have strategic partners who extend your global reach?
Does your company have strategic partners which complement your core competencies?
Does your company have an efficient process to locate and select strategic partners?
5.0 Building global terms and individuals
Do the performance measures of the company support global cooperation?
Does your company source ideas from around the world?
Does your management allow individuals, who need to know access to global business performance information on a frequent basis?
6.0 Developing the global I.T. plan
Does your organisation have a global I.T. infrastructure?
Are you able to leverage knowledge contained in any part of the organisation in any other part of the organisation on a worldwide basis?
7.0 Implementing global I.T.
Does your company have access to the skill mix required?
Are the implementation programmes linked clearly with the strategic initiatives in the global vision?
Do people working on the projects understand what it is they have to do and how then actions link to others?
8.0 Accelerating the globalisation process
Has management clearly articulated action programmes associated with the global vision?
Has the executive team established clear priorities for action?