Regional leaders need the autonomy to respond rapidly to changes in their local market. Emma Carroll explores where this works well and what can go wrong.
Successful global businesses need to make the most of the functional expertise they have at their centre while empowering those with local knowledge to act with agility. A matrix structure is frequently the go-to solution, but without clear accountability and transparency things soon fall apart.
Featuring Commentary From:
Ray Ferguson, Non-executive Chair, Singapore Life and Board Mentor, Criticaleye: “There were so many people involved in the decision chain, that to innovate or go in a new direction became very complicated.”
Benny H Goh, Board Advisor to Taqtik Health and Board Mentor, Criticaleye: “We shouldn’t do away with matrix structures, as anyone given absolute authority can be very dangerous.”
Lance Little, MD, APAC, Roche Diagnostics: “There’s a tendency in Asia, where many companies don’t have areas like manufacturing or R&D locally, to be more remote from HQ conversations. As regional leaders, it’s up to us to stay engaged and connected to those groups.”
Jamie Wilson, Managing Director, Group Services, Criticaleye: “To attract and retain talented people, who will drive your business forward and be leaders of the future, you need to invest in their development and create a culture of empowerment.”
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