| Plexus Consulting Group | Articles by Plexus Authors | ||
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You Can Still Make the Case to Go Global |
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Polls taken in the US since Sept. 11 indicate more than a majority of
Americans see the need for and importance of globalization. The most
interesting thing about these polls is how dramatically this percentage goes
up within audience groups characterized as "managers" or
"senior executives." Within these "leadership" groups
the response is typically above 90% for those who see globalization as an
important trend for the US and its economy. Association executives should
fall within these elite groups; but it is mystifying how many of these
senior executives, who have front row seats to the impact of globalization,
remain as mute and inexpressive as tree stumps during board meetings when
globalization is discussed.
These executives likely know that association boards are fickle things and it is better to be accommodating than the standing nail that invites hammering! Indeed, the cautious manager sees that association boards are often inclined to be skeptical about the benefits of globalization. Boards by nature and by responsibility tend to be locally-focused, because a principal part of their responsibility is to ensure the association is serving its members and shareholders and resources are being used by and for them. This begs the question, is there anything executives can do to frame the debate so boards can see better how and why globalization is important to their associations' members? One way is to quantify the impact globalization is having in strategic areas of interest for the association's members. But this effort is time-consuming and ultimately only effective if your audience is already open-minded enough to listen. After reviewing the numbers in this way, one CEO of a major US association (over 70% of whose members are based in the US) stepped aside and invited his executive team to list what they saw as the "cons" and "pros" of going global. The group seemed to be fairly evenly divided between those who could see the benefits of going global and those who were opposed. Among "cons," they listed operational and strategic problems of decentralization and risk of dilution of their core message and values. They also listed their fear that the organization would become politicized and be reduced to responding to political forces rather than member needs. Finally, they listed their concern that cultural differences would lead to professional differences. Among the "pros" listed were global acceptance of products; larger knowledge and networking base; greater prestige; and, perhaps most tellingly, to have a greater global influence on credentials and standards. Having compared the lists, the association decided their future was in going global. Leaders did not dismiss the impact the "cons" were going to have on their efforts, but even taking these into account, they decided they could not afford to have their association stand on the sidelines and let globalization pass them by. They then proceeded to construct a 5-year plan to go global. Association executives cannot fall asleep at the helm, content that global currents will sweep their association along with them. These currents are not always friendly, and do heap victims onto the shoals. This happens most often to associations whose leaders have not carefully planned their course. In his recent book, The Paradox of American Power, Joseph S. Nye addresses the difficult question posed by the US's sheer size and wealth. If you are so much bigger than everyone else, why not go it alone? Why go through the pain and suffering of trying to achieve collaboration and consensus when one is self-sufficient in nearly all things? Association executives should know the answer better than anyone. Consensus-building is the lifeblood of associations, and successful executives know that without it they cannot survive. Nye makes the case the same is true for our entire country. What is the secret to making a successful case for global expansion? Awareness of the facts is important, but it starts with leadership. Like it or not, if association managers are among those that are the most aware of the importance and impact of globalization, it is their responsibility to prepare their organizations for it. |
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Reprinted by Permission