When it comes to new market entry, a one-size-fits-all approach just isn’t good enough. Here are three steps a company should consider in developing their global mobility capabilities to efficiently execute its international growth strategy and achieve its aggressive growth goals:
Step 1: Refocus. Align global mobility programs with the company’s business strategy and strategic objectives for revenue growth, new market entry, and talent management. Shift the focus from handling individual overseas assignments to supporting a new operating model where thousands of employees routinely move across borders.View global mobility as a core business function, not a peripheral activity.
Step 2: Transform. Develop global mobility capabilities that are fast, flexible, repeatable, efficient, and compliant. This may require new systems, policies, processes, and performance measures. It may also require global mobility staff with different training and experience. Turn the global mobility function into a center of experience, knowledge and skills for global talent development.
Step 3: Rebrand. Spread the word about the company’s new global mobility capabilities. Global mobility programs can only add value to the business if employees and business leaders know about them and use them. Improving the global mobility “brand” creates a virtuous cycle that drives up demand for global mobility services while at the same attracting better talent into the program.
Going Mobile
Revenue growth is a CEO issue, and new market entry plays a key role in helping today’s multi-national companies achieve their aggressive growth targets. A strategic approach to global mobility can help companies avoid new market challenges such as compliance problems, operational risks, and a shortage of experienced talent. Even more importantly, it can help transform a potential liability into an asset. Because major opportunities can appear so quickly anywhere in the world, a company must be able to shift the right people to the right place at the right time—all at a moment’s notice. Effective global mobility can enable a company to move people across borders quickly and efficiently in response to these new market opportunities, and help develop the next generation of global leaders that will lead the company into the future.
This publication contains general information only and is based on the experiences and research of Deloitte practitioners. Deloitte is not, by means of this publication, rendering business, financial, investment, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte, its affiliates, and related entities shall not be responsible for any loss sustained by any person who relies on this publication. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.
Robin Lissak is a principal in the Human Capital practice of Deloitte Consulting LLP. Gardiner Hempel is a partner with Deloitte Tax LLP based in New York City.
