The final set of strategic responses that companies from emerging markets use to succeed in those markets in which they have chosen to compete both locally and internationally, leverage key organisational components as a platform to implement differentiated strategies.
We have identified three major drivers of organisation-driven strategies:
| Culture includes the attitudes and behaviours in a given labour pool, as well as the unique set of values that evolves in each individual company. Given the macro-cultural differences that exist amongst emerging market countries, it should come as no surprises that there are enormous differences in any given labour pool, as well as the unique set of values that evolves in each individual company.
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| A company's governance structure-including span of control and decision-making protocols-determine the speed with which a company can execute. The command-and-control structures of many emerging-market companies are a legacy of family or state ownership.
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| Business networks can advance a set of business goals shared by a group of entities that transact with one another. In many senses, they are a non-linear advancement of the supply chain techniques pioneered by developed-market companies.
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