Global Readiness Score

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1. How diverse is your organization from an international perspective, how many different countries are members of your organization from?

1-5

6-10

11-15

16+

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2. What mindset/skillset do you prioritize when building your team focused on expanding in new markets?

Agile Mindset - Taking an iterative approach, testing and validating hypotheses about how to operate the business in a new market

Company Mindset - The ability to navigate the bureaucracy and complexity of the organization

Cultural Mindset - A global-mindedness, cultural curiosity and empathy to help localize a business for a new market

Functional Mindset - A functional mindset whereby team members are selected based on strong expertise and skill set to fit specific job requirements

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3. Which criterion is most important when hiring new team members and promoting team members to leadership roles within the team contributing to your global growth initiatives?

Agile Mindset - Iterative, Resilient, Growth-Focused

Company Mindset - The ability to innovative and build buy-in within the constraints of the organization

Cultural Mindset - Cultural Curiosity, Cultural Sensitivity, Global-Mindedness, Empathy

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4. Which best characterizes your company’s approach to managing the complexity that comes from localization

Streamline all aspects of operations so it is run uniformly across multiple countries

Company leadership has set up guardrails to control what parts of our operating model can and can’t be changed

Complexity hasn’t been a key consideration in strategy development and implementation

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5. Which of the following processes have you already established to facilitate rapid scaling in international markets (click all the apply)?

A playbook to capture best practices from market entry and growth

Feedback loops to allow for two-way communication between HQ and local teams

Meetings/rituals that connects team members from different local markets to share insights and experiences, driving local growth

A centralized support team to remove obstacles local teams face and put up guardrails to control localizations

Programs that supports employees getting exposure to local markets

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6. What best matches the timeline your organization’s leadership has set (in terms of funding and focus) for finding traction in each new global market?

6-9 months

12 months

1-2 years

2-3+ years

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7. What best fits your approach to entering new international markets?

Keep the same business and operating model validated in current markets

Change some elements of the business and operating model that are important to localize but keep some aspects as they were in the initial market to limit complexity

Completely localize the business and operating model to fit the nuances of the local market

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8. Which of the following metrics does your organization prioritize most during market entry?

Revenue Growth (capturing revenue in a local market, showing growth and scale)

Profitability (operating a profitable local presence)

Local Market Discovery & Insights (uncovering localizations need to achieve product-market fit in the local market)

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9. What best fits your mindset about the agile methodology in the context of entering global markets?

We use it to find the right model for a new market

It’s important to have the customer development mindset, but pure agile doesn’t work b/c it creates unique models in each country that become hard to manage in aggregate

Our organization doesn’t use the agile methodology when entering new international markets

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10. How do you view autonomy of local teams at each stage of expansion

High autonomy given to the local team during Market Entry, lower autonomy during Market Growth, and higher autonomy during Market Maturity than during Market Growth, but lower than during Market Entry

High autonomy granted at all stages of expansion (Market Entry, Market Growth, Market Maturity)

Low autonomy granted at all stages of expansion (Market Entry, Market Growth, Market Maturity)

Low autonomy granted during Market Entry with high autonomy during Market Growth and Market Maturity

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11. Which best match your organization’s strategy on company culture and core values?

Consistent company culture and core values are crucial to our success in current markets and worldwide, local teams must adopt it

We customize company culture and core values for each local market we enter

We work to maintain a consistent company culture/core values and intentionally created/adapted our values to resonate with a global employee base and customer base

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12. Which growth pathway is your organization’s top priority?

Product Expansion

Customer Segment Expansion

New Market (International) Expansion

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13. What is the level of executive support for global expansion?

Company leadership is skeptical but willing to test out new markets

Company leadership has built/adapted the company in preparation to scale globally

Company leadership is still evaluating the trade-offs between pursuing new markets or focusing on current market growth

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14. What best describes your leadership team’s experience with global expansion?

They have direct experience expanding businesses in international markets

They don’t have experience expanding a business to new markets, but travel regularly to other regions to experience them first-hand

A member of the founding/leadership team moved to an international market to guide growth there

They don’t have experience expanding businesses to international markets

Our leadership team keeps track of global expansion initiatives regularly

Members of leadership team are from different countries and ensure we are considering multiple markets in making strategic and operational decisions

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15. What role does HQ play in expanding to new markets? Select all that apply (checkboxes)

Directs local team

Facilitates innovations centrally developed

Enabler and supporter of localizations

Create structures to facilitate strong communication, feedback loops and scale

Captures/Tracks/Uncovers innovation that occurs in local markets and expands it to additional markets

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16. What best describes the company work policy?

Centralized - Employees work at HQ

Clustered - Employees work in regional offices spread across an international footprint

Decentralized - Employees work wherever they are geographically located

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17. Do strong trust points exist between employees at corporate/HQ and local teams?

Yes

Not Sure

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18. Have decision-rights for what HQ and what local teams are responsible for been established?

Yes, HQ takes the lead with a majority of decision-making

Yes, Local Teams are given the autonomy to make a number of decisions

Yes, we strive to maintain a balance between decisions local teams are responsible for and decisions HQ is responsible for

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19. What best characterizes the mindset of your organization’s teams in local markets?

Company Knowledge - familiarity with how to get things done internally and alignment with company values and/or familiarity with the company’s home country culture

Local Knowledge - native knowledge of the nuances of the local market and existing local market relationships

Both Company Knowledge and Local Knowledge

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20. Which of the following are consistent with your company’s mindset related to global growth?

Our company was born global, entering multiple international markets before finding scale in an initial market

Our company thinks globally, building our products, teams, processes and even company culture to have either universal applicability or flexibility to localize

Our company focuses on building teams in regional hubs or around a centralized HQ, having employees work in a small number of locations

Our company’s is bought into building a distributed team, finding the right people across the globe

Our company uses employee’s knowledge of local markets to gain better understanding of and entry into these markets

HQ takes a command and control approach

HQ is an enabler and supporter of local teams, removing obstacles

Innovation comes from HQ/corporate

HQ/Corporate facilitates two-way innovation, capturing best practices from local markets and ensuring they are implemented globally

We favor the company way of doing things, consistently using best practices from our initial market to direct strategy and execution in new markets

We have the local way of doing things, being flexible to adapt operations and go-to-market strategies to fit the local market

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21. Which of the following are your top 3 criteria when selecting new markets?

Local language

Market size

Amount of changes required to operate in the new market

Local market talent and/or existing team members to manage market

Scalability of localizations from other markets you are expanding to (or have expanded to)

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22. Which of the following are part of your Localization Discovery process when evaluating a new market? (select all that apply)

Remotely conducting research on the market yourself

Hiring a consultant to conduct market research remotely

Hiring a consulting to conduct market research in-market

Key executives travel to the market to speak with key stakeholders

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23. Your Info

Your Name

Company Name

Email Address

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24. LinkedIn Profile Link

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25. Who is responsible for global growth at your company?

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26. Do you want to schedule a free call with the authors of Global Class to talk more about how your organization can improve its global readiness?

Yes

Global Readiness Score

Question Title

1. How diverse is your organization from an international perspective, how many different countries are members of your organization from?

Question Title

2. What mindset/skillset do you prioritize when building your team focused on expanding in new markets?

Question Title

3. Which criterion is most important when hiring new team members and promoting team members to leadership roles within the team contributing to your global growth initiatives?

Question Title

4. Which best characterizes your company’s approach to managing the complexity that comes from localization

Question Title

5. Which of the following processes have you already established to facilitate rapid scaling in international markets (click all the apply)?

Question Title

6. What best matches the timeline your organization’s leadership has set (in terms of funding and focus) for finding traction in each new global market?

Question Title

7. What best fits your approach to entering new international markets?

Question Title

8. Which of the following metrics does your organization prioritize most during market entry?

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9. What best fits your mindset about the agile methodology in the context of entering global markets?

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10. How do you view autonomy of local teams at each stage of expansion

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11. Which best match your organization’s strategy on company culture and core values?

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12. Which growth pathway is your organization’s top priority?

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13. What is the level of executive support for global expansion?

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14. What best describes your leadership team’s experience with global expansion?

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15. What role does HQ play in expanding to new markets? Select all that apply (checkboxes)

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16. What best describes the company work policy?

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17. Do strong trust points exist between employees at corporate/HQ and local teams?

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18. Have decision-rights for what HQ and what local teams are responsible for been established?

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19. What best characterizes the mindset of your organization’s teams in local markets?

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20. Which of the following are consistent with your company’s mindset related to global growth?

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21. Which of the following are your top 3 criteria when selecting new markets?

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22. Which of the following are part of your Localization Discovery process when evaluating a new market? (select all that apply)

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23. Your Info

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24. LinkedIn Profile Link

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25. Who is responsible for global growth at your company?

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26. Do you want to schedule a free call with the authors of Global Class to talk more about how your organization can improve its global readiness?

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27. Why are you filling out this survey?