Aligning with Global Business Leadership Cultures is Key to Rosy and Secure Continuity
By Mwangi Wanjumbi – Newtimes B. S. CEO & Chief Consultant/Trainer
An interesting warning appeared in the careers pages of one daily print media of Friday, 15th November 2012. The same intimated that the world no longer has any place for administrative managers. Instead, a rapidly changing and modern corporate business environment may only accommodate “Global Business Leaders, who are able to cope with volatile market dynamics.” These insinuations were attributed to the Unilever Africa boss, who was giving a Lecture attended by Kenyatta University Students.
Nothing could be better this week, than reflecting on this message especially coming from a global business practitioner. Indeed, he is the continental leader of a global company whose operations no longer recognize existence of any physical boundaries. It may also be oblivious to him that academic programs are not always responsive to the volatile business dynamics, prevailing in today’s global economic realities.
Somehow, the message from this business leader not only resonates well with, but also vindicates further, those espoused through the Newtimes E-Newsletter/blogs, which have circulated since September 2006.Indeed, the communication has largely been about promotion of global culture and thinking, in an ever dynamic global business environment.
This brings to mind, my article that appeared in the Business Daily of 3rd December 2007. The seemingly prophetic message was titled “Beware of Chinese and Other Foreign Invasions.” The awareness creation not withstanding, the Chinese have today largely edged out previous giants from road building and general construction industry in Kenya and other African countries. Further, they have invaded many other business sectors especially in the East African region.
Even worse is that the small business sector which is largely the home of hawkers and exhibitors (seemingly another lucrative business sector) have not been spared. It is no wonder then that they have recently been crying foul for continued loss of business opportunities to the highly aggressive Chinese merchants. Ironically, the ensuing demonstrations may sadly yield nothing, in a globally competitive environment. Why?
Global business is today driven by lean teams endowed with highly competitive skills and attitudes that are suitable for meeting modern day organizational demands. More importantly, modern invaders do not need to make any physical movements as such. They have information technology at hand to unleash and exploit, sometimes at their own terms. Further, they are able to conquer many sectors especially those in services such as Finance, Insurance, Education and many more.
We may not need to go far on this. Outsourcing, as has been indicated in the past is now a common approach to doing business globally. Consider the now popular outsourcing of data entry services, accounting, customer services, airline catering and many others, which earlier provided permanent and pensionable jobs for majority employes. Are there organizations that are exempted from these developments? The answer is a blatant NO. Even government organizations and departments exist to complement or serve the various sectors of the national/global economy.
In that light, we can only say, well done to all those who have continually embraced the changes advocated in the communication through New times E-newsletter/blogs. Further, hearty congratulations are extended to those who have embraced our uniquely structured transformational training/consulting solutions.
Based on continuing feedback, we believe that they are continually excited as they reap the benefits of fast-tracked transformation in a fast changing business world – yes, they are undoubtedly able to continually view and effectively manage business, while at the same time taking into account of continuing global trends. Actually, the future is seemingly rosy and secure for those organizations that are properly aligned to global business trends and culture.
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