Managers without Borders Need Solutions without Limitations

Reliability and Scalability Challenges

Even basic managerial tasks – everyday activities such as finding, interpreting and applying company guidelines, policies, and people-centric programs – are often difficult in this environment.

More complex tasks such as staff development, knowledge sharing, and employee relations situations can push most global managers to seek help from people they know rather than systems they trust.

This solution is seldom completely reliable and never scalable.

Lack of Resources Results In Questionable Outcomes

The lack of reliable enterprise resources and tools for managers without borders results in a high cost of support from other people or channels.

Managers turn to company call centers, or often limited human resources or other corporate specialists.

Or they turn to less expert sources, such as peers or people they know, for advice and counsel.

The more creative managers need to be in finding support, the more questionable the outcome is likely to be.

Timeliness, Effectiveness, Quality of Managers’ Decisions

More substantively, the business cost of insufficient or absent enterprise online tools can be measured by the timeliness, effectiveness and quality – or lack thereof – of managers’ decisions.

The loss of timely influence on individuals and teams is a similar, related downside.

As the “faces” of the business globally, these managers are key to people and performance outcomes.

Good and timely decisions on hiring and on-boarding, important staff retention strategies, aligned compensation practices, and decisions regarding performance and fair labor practices represent several of the most important dimensions of a sustainable global people strategy.

The downside to poorly equipped managers is unnecessary business risk: turnover, misaligned staff, even exposure to issues of compliance or local laws.

Provisions of Leading-edge Technologies

Today’s market leaders are investing in leading-edge technology solutions to ease the challenges and serve the unique needs of their respective global workforces.

Global managers are a particular focus as companies rely more and more on technology to connect, communicate, collaborate, and move knowledge quickly across the organization, among teams, and in various communities.

In some emerging markets, mobile is the dominant mode of access for managers. This means that global managers are on the go, so their tools need to be equally