Spanish
By Dominique Thomann, founder and leader of the firm Thomann Consulting offering specialist support for major European companies in optimizing their outsourcing processes, business efficiency and for developing their business internationally.
In international organizations, the CEO and his two preferred business partners, the HR Director and the CFO, are fast finding of the need to consolidate information on the human capital of the company.
During my career as an IT service provider, I have seen hundreds of clients, and together with my team, we have undertaken some 400 projects. Whatever the chosen information system, I found that for each project, the objectives affect the work methodology, the scope, as well as the management modes. We can therefore classify globalization projects by type and learn useful lessons for navigating skillfully in the all too often turbulent waters of internationalization. Don’t take it lightly, these projects often last 18 to 36 months and in this case, there is no pill against seasickness!
These variables allow you to detect what type of project is in front of you and how to rectify negative crossings on this sort of adventure.
This way you can move towards success and enjoy fulfilling months of cooperation, discovering rich cultures and the teams you put together around your strategic objectives. Do not underestimate either the impact of change. As the human aspect is largely responsible for the success or failure of such a project, it is wise not to overlook change management.
Humorous classification of projects on globalizing HR processes
Colonial project
The principle: if it suits us, it will suit them too. We maintain the habits of the source country and export to faraway lands.
Imperial Project
The principle: it covers as many countries as possible as quickly as possible to mark control.
The Missionary Project
The principle: to spread the word in countries unaware of the benefits to promote best practices.
The Financial Project
The principle: if it saves dollars, then it is legitimate. No matter how and no matter whether processes deteriorate.
Diplomat project
The principle: if it makes the culture of our country shine, then our HR diplomats will push this project. Be it based on the working language of choice, for example, or on our elitist focus on training, or some other aspect of corporate culture—it is pushed to demonstrate the brilliance of our elite, and the more it goes against the current, the more it will be supported.
The Traitor project
The principle: this is the project that destroys acquisitions in countries, claiming to deploy a better and more comprehensive solution. It is managed by incompetent ignoramuses or perverse wrongdoers, or simply by cowards who dare not oppose an order.
The Eco project
The principle: the project is deployed to save the planet, develop new uses, print less paper or sustain the new economy. Often creative and innovative, they are very threatened by financial constraints which cut their budgets at the earliest opportunity.
The Technocrat project
The principle: it is the technique that decides, regardless of use. It was decided that this program or tool be the only tool released and forced upon all users based on this ruling.
The Humanist project
The principle: it is ultimately the only one valid for HR since its objective is to better manage people in all countries, thanks to good practices that will optimize resources and maximize the service provided. It’s the HR business partner who helps the CEO overcome the challenges.
I made these cartoons from real examples based on my experience gained between 2000 and 2011, when I worked with the world’s largest companies helping to deploy their HR information systems.
