Though all countries remain very specific in their policies and traditions, open markets stimulate us to integrate into a shared business environment at least. Multinational companies do not care much about an ideology; their task is to bring revenue to shareholders and all the staff working in different countries. It is common for Western businesses to nurture their organization and management styles in foreign performance divisions instead of empowering every regional leader to incorporate the leadership common in their domestic business-model.
Though realistic on papers, it is impossible to create a fully-globalized international enterprise with so many local people working together. The successful global management requires creating several groups of business leaders that supervise different divisions of the company. They are global business managers, regional managers working in their countries, and worldwide functional managers. Transnational companies with such a division of management are more efficient on the international level, more flexible to their national specifics, and have a capacity to learn from their international colleagues.
Having three types of managers in the organization looks excessive but it allows to effectively distribute responsibilities between them. Each manager possesses diverse skills. The global business manager is responsible for the distribution of main assets and resources and creation of the integrated strategy. They also decide the location of major industrial facilities, how many of them should be opened and which ones should be closed. The country manager responds to the demand in the local market, which reflects in the efficiency of the business on the global scale. The country manager and global business manager frequently have different points of view so that negotiations help them to make a decision. Functional managers have the least participation in the corporate policy-making, instead, they are responsible for learning and spreading innovation.