The problem addressed by the campaign:
- Amidst rapid growth, INTTRA needed
to be sure it was optimizing the global deployment of its workforce – that is,
minimizing labour costs without jeopardizing growth or hurting productivity by
locating the right jobs in the right places around the world.
- INTTRA needed a well-researched plan
to bring to its board that detailed the optimal global footprint so that it did
not need to “unwind” location decisions later.
- To maintain its lead, it needed a
well-functioning team with highly sought-after e-commerce and logistics skills
while managing costs aggressively, as they functioned as an intermediary in the
commodity container shipping industry.
- Today’s labour markets present more opportunities to
source talent than ever before. In the past, decisions on where to locate were
made based upon infrastructure, tax, regulation and real estate considerations.
But today, decisions to move business locations across borders depends heavily
on the availability and quality of talent, as that has become the most variable
element in the investment equation.
Conclusions and Recommendations:
- Make your
decision criteria explicit up front and weight the criteria before you begin to
analyse the data.
- Make sure
all key stakeholders are represented.
attention to the implications of a new location for the company’s internal labour
market – understand how it will affect careers in the organization.
due diligence not only for the location, but also for the organization’s
ability to manage within that environment.
risk is a corporate responsibility that cannot be delegated.
cost by considering all labour sourcing options.
- Understand your core
competencies are processes and capabilities that are essential to enterprise
success. Do not jeopardize them through your location strategy.