"Running a global company is a coordination challenge; in practice, it's also a power imbalance. In many multinational organizations, the biggest factor shaping strategy isn't market insight or expertise-it's proximity to headquarters. Decisions get framed, debated, and often finalized by the people who happen to be awake and in the room, while equally senior leaders elsewhere wake up to outcomes they had no chance to influence."
"Over time, this HQ‑satellite dynamic quietly distorts priorities, sidelines regional expertise, and leaves global leaders managing the consequences of decisions they weren't part of making."
Running a global company requires coordination, but it also creates a power imbalance. In many multinational organizations, strategy is shaped less by market insight or expertise and more by proximity to headquarters. Decisions are framed, debated, and often finalized by senior people who are awake and present in the room. Other equally senior leaders in different regions wake up to outcomes they could not influence. Over time, this HQ-satellite dynamic distorts priorities, sidelines regional expertise, and forces global leaders to manage consequences of decisions they did not help make.
#global-leadership #multinational-strategy #power-imbalance #headquarters-vs-regional #cultural-intelligence
Read at Harvard Business Review
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