International business strategy Assignment Example | Topics and Well Written Essays - 3250 words

International business strategy - Assignment ExampleThese large steadfasts account for holding more than 90% of the worlds consulting market. Entering into new markets or acquiring the market share of competitors was one of the leaping strategic challenges before the firm. Moreover, they were already holding great cost and vision advantage in some of the largest emerging countries like India, Philippines and other nations like Eastern Europe and Russia (Plunkett, 2007, p.119). The management of WCS also was faced with a dilemma. This was choosing the right or appropriate model from amongst the several trends and models which different constitutions across the globe followed. The challenge was choosing between the following options. First, was to create and generate the consulting capability of the firms and then turn come to as a completely independent and different company having no operational connectivity with the leaven organization. The second option treated consulting cap ability as a captive unit. This is followed by the off-shooting the existing units of businesses which continues to evolve their own consulting capabilities in the global market. However, units operate under the strong guidance and supervision of the parent organization and uses trading operations such as human resource management and marketing management from the parent organization itself. After much of the deliberations, the leaders decided that it would take on the high hat features of the two models. This consequently generated the concept of a federated structure. The idea was to provide a certain amount of fundamental autonomy to the consulting business of the firm trance maintaining a loose association with the parent organization. According to the organizational leaders such...The challenge was choosing between the following options. First, was to create and generate the consulting capability of the firms and then spin off as a completely independent and different compa ny having no operational connectivity with the parent organization. The second option treated consulting capability as a captive unit. This is followed by the off-shooting the existing units of businesses which continues to evolve their own consulting capabilities in the global market. However, units operate under the strong guidance and supervision of the parent organization and uses operations such as human resource management and marketing management from the parent organization itself. After much of the deliberations, the leaders decided that it would need the best features of the two models. This consequently generated the concept of a federated structure. The idea was to provide a certain amount of fundamental autonomy to the consulting business of the firm while maintaining a loose association with the parent organization. According to the organizational leaders such as Mark Payne, this would be the most suitable or appropriate structure for the company. However, creating thi s structure would be a great challenge for the company with regards to the extent of autonomy it would rest with itself and the degree of coupling it would maintain with its parent organization. The positioning of the firms in the strategic consulting space along with the existence of such firms as BCG and McKinsey was challenging and not very easy.