Thinking Globally and Acting Locally
When we say global networks, we’re referring to some of the most complex and demanding sales and after-sales networks that span countries and continents. Before being in the privileged position of helping customers like AGCO Corporation, Bentley Motors, Jaguar Land Rover, General Motors, PTx Trimble and others undertake this herculean challenge, we first conceptualised the primary challenge. How do you manage a worldwide network in a way that affords the desired global oversight and management whilst simultaneously providing country networks with the necessary flexibility and control at a local level? The short answer is it isn’t easy.
Local networks are often required to comply with different legislation and industry regulations or operate within culturally different environments. Consequently, their practice is informed by the way network management is performed and different operating procedures that are grounded in local experience and know-how. This can contrast sharply with the Original Equipment Manufacturer (OEM) perspective which ultimately wants to determine where finite resources need to be directed to help improve network performance at a global level, and so a comparative overview of compliance and best practices is essential.
The inevitable tension that exists between global and local operating business models has often led to disjointed global networks where local markets ‘do their own thing’ and the OEM is devoid of a holistic overview.
However, advanced technology is making a real difference to global networks when the solution has been designed and built to meet the principal challenges faced by this type of network. The best solutions enable:
Local executives retain full control and flexibility in the way they choose to develop and manage a local catalogue of network standards and best practices, without inhibiting those with a global responsibility from seeing the bigger picture.
Local language, time zone-specific notifications and local currencies are adopted –resulting in system functionality remaining relevant at a local level.
Local executives determine user access rights and the use of key functionality in managing the network in appropriate ways, with the flexibility to change their minds whenever they need to.
Communication to local networks in isolation from other country networks whilst still benefiting from global communications as and when appropriate.
Creating network segmentation or personalised TAGS that drive local network status and performance improvement reporting in isolation of other country networks and those with a global remit.
This list could be a little longer but, hopefully, you get the point. The days of having to trade off a global perspective from local control and flexibility in how global networks are managed at optimum levels of efficiency are over.
It’s time for Network Management 2.0.