“Innovation” may be the buzz word of the post-crisis world, but getting decision makers at multinational corporations to pay attention to ideas that are new, foreign and at odds with the company’s business model can leave subsidiary managers banging their heads against the wall.
As the world becomes smaller and more competitive, multinational companies (MNCs) are sending their managers to far-flung subsidiaries to absorb new techniques, ideas and markets, and to transfer the knowledge back home. However, with so much information flowing and vying for attention, it’s not always easy to be heard. So how can remote managers capture the attention of decision makers at headquarters?
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