Ensure Effective Corporate/Subsidiary Interlock...
We are often asked to deal with the issues of Corporate/Subsidiary Interlock from three interrelated yet diverse viewpoints.
1. Corporate Leaders ask us to help them propel and compel the deployment of corporate business improvement initiatives across the spectrum of their subsidiary holdings. Given the typical diversity of subsidiary structures, their business focus and the people who run them - this is no small task yet we are ideally positioned to provide support in this critical area by virtue of the real worlds expertise we have gained and used to advantage to manage differing opinions, methods and perspectives.
2. Leaders of ‘subsidiary’ organizations are expected to manage the business, meet quota, outwit the competition, exceed marketplace expectations, etc. AND comply with any and all ‘requests’, ‘suggestions’, directives and imperatives from Multi National, Conglomerate or Parent Company Head Offices. Similar directives flow like water in corporate structures with a mix of management methods and structures like Market or Product Verticals, Regional (Multi Country) Management or Functional (Matrix) Management Models and more. Our background includes significant experience bridging the mechanic, dynamic, optic and politic dichotomy between subsidiary management and corporate dictate.
3. Corporate decisions in the realms of technological and process re-engineering imperatives carry a host of implications for subsidiaries and many of these implications are foreign, even of no consequence, to those who made the decision. Our unique perspective provides a basis for bridging the gaps and disconnects that arise those who conceive corporate improvement initiatives and those who have to bear the consequences.
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