think globally act locally essay writing

“Think Globally, Act Locally”: A Critical Analysis

This is possible because today “no country or group can shut itself off from others” (Beck, 2000, p.10) in terms of their economic activities in general, and export to the country in particular. However, implementing the same approach in various markets in terms of pricing, marketing, packaging and other aspects of the product may not work well due to cultural and other differences associated with each particular market.

This article is a critical analysis of the approach of “Think Globally, Act Locally” and analyses the need for multinational companies to adapt to the characteristics of each individual market they are operating in. The paper starts with the discussion regarding the importance of the approach “Think Globally, Act Locally” followed by the analyses  of application of this concept by some of the famous multinational companies. Then, difficulties associated with the need for multinational businesses to adapt to local markets are explained in great detail referring to the works of international businesses researchers and practitioners.

Lastly, recommendations are also provided within the paper regarding how multinational companies already operating in multiple markets, as well as companies trading locally, but with the expansions plans on a global level can achieve successful operations across borders and continents through to their local markets, thus effectively attracting local customers.

The Importance of “Think Globally, Act Locally” Approach

The primary reasons of globalisation have to be reminded briefly in order to explore the topic of the paper in a more efficient way. It has to be noted that the forces of globalisation have been evolving over a long period of time, but they have dramatically intensified only during the past several decades and the reasons of globalisation to be mentioned below relate to that latter period only.

Borghoff (2005) identifies harmonisation of prices and interest rates among different countries to play an important role on the development of international trade, which in its turn is considered to be one of the biggest drivers of globalisation. Other reasons include rapid technological advancement in general and information technology, and more recently internet in particular that decreased the meaning of borders between different countries promoting economic and other cooperation.

Today, “’Globalisation’ stands out for a public, spread across the world, as one of the defining terms of contemporary society” (Scholte, 2000, p.1) and businesses in general, and major multinational corporations in particular are getting advantages by exporting their products and services all around the world.

Moreover, due to the fact that nowadays “national economies, with some exceptions, are presently much more deeply enmeshed in global systems of production and exchange than in previous historical eras, while few states, following the collapse of state socialism, remain excluded from global financial and economic markets” (Held and McGrew, 2003, p.24) the level of global competition has intensified among major multinational players that strive to enter new, previously unexplored markets with the vigour and determination that resembles a ‘gold rush’.

However, competing in the global marketplace is different from the competition within the borders of a single market in a number of ways. These differences in the competition are primarily caused by local differences that are associated with each individual market that may create both advantages, as well as disadvantages for businesses entering a new market.

Advantages within the new markets include low prices of local resources, effective geographical location and others. Moreover, “Companies that previously had to produce tens or hundreds of thousands of standardised products in a single plant to achieve minimum efficient scale now find they can distribute manufacturing among smaller national plants with little cost penalty. In this way they can respond to localised consumer preferences and national political constraints without compromising their economic efficiency” (Bartlett and Ghoshal, 2002, p.11). The disadvantages, on the other hand, include differences in local culture that form potential consumer’s preferences, behaviour, product or service value perception and a range of other important issues.

These differences in foreign markets have to be addressed in an appropriate manner if the business aims to succeed in that market.

“Think Globally, Act Locally” approach as the name implies refers to the strategy implemented by some multinational companies according to which global viewpoint is adopted in terms of formulating company vision, long-term aims and objectives and devising effective strategy in order to achieve these aims and objectives, however, adaptations are made in each market according to the culture and specifications of any specific market.

Setting global vision for a company is important due to the fact that it helps to achieve the primary objective of the businesses, which is profit maximisation, in the most effective way through intensive market expansions across countries and continents. However, the strategy any multinational company adopts in order to achieve its global vision does not have to be rigid, because different markets differ from each other on the grounds of political system, religion of people, culture, standard of life etc. and these differences find their reflection on consumer behaviour, customer expectation and other related matters.

If any multinational company tries to adopt the same strategy to all markets, even if that specific strategy was the source of competitive advantage in some markets no provision would be made for local differences of above specified nature, and this can lead to customer misunderstandings, even contradictions or anger in some extreme cases, and ultimately to failure of the company in that specific market.

Therefore, “Think Globally, Act Locally” approach is being implemented by increasing number of multinational companies, as well as medium sized companies planning for foreign market expansion that allows companies to plan for intensive foreign market entry strategy, and at the same time be able to satisfy local customers in each market they operate by devising and implementing according strategies.

Real –Life Examples of “Think Globally, Act Locally” Concept Implementation

The benefits of the “Think Globally, Act Locally” approach have been realised and the approach itself has been implemented by many international businesses around the globe to a varying degree of success. Some companies like Aldi came to appreciate the benefits of the approach through trial and error, while others were more proactive, rather than reactive in terms of implementing the approach of “Think Globally, Act Locally”.

A German-based multinational heavy discount retailer – Aldi derived its competitive advantage through offering limited range of cheap-priced products achieved through minimal marketing expenses and low-quality design and furnish of shops. However, this strategy needed to be modified in UK and Switzerland after initial period of reduced amount of sales, due to the fact that customers perceived quality, design of the shop and marketing initiatives more valuable in UK and Switzerland than the cheap prices of the products (Griffin and Pustay, 2005).

Another successful implementation of “Think Globally, Act Locally” approach relates to the case of Tesco, a UK multinational retailer. Thomson and Martin (2005) inform that while ‘Every Little Helps’ has been a global philosophy adopted by Tesco the company focuses on characteristics and specifications of local area surrounding the shop, for instance offering the range of ‘halal meat’ in areas populated by mainly Muslim people, and also increasing the range of ethnic food section in areas dominated by relevant people.

The approach of “Think Globally, Act Locally” relates not only to multinational retailers and manufacturers, some of the global service companies have also adopted the approach and thus have achieved global success. McDonald’s is a classical example for this case, and has taken the approach of “Think Globally, Act Locally” to the level of perfection. McDonald’s offers the value of cheap-priced, fast served tasty food that can be conveniently consumed globally, however, local differences in each county are reflected on the menu of restaurants serving there. Adam’s (2007) mentions Maharaja Mac in India, McDonald’s beer in Germany, McLobster in Canada, shrimp burgers in Japan, McLaks (fish) in Japan, avocado burger in Chile, and many other variations of burgers and other meals in different parts of the world.

A globally popular coffee chain Starbucks has adopted a rather different strategy of adapting to local differences. Specifically, instead of changing its menu the coffee chain has opted to design its coffee shops according to key elements of the local culture. As a result, Starbucks coffee shops in two different countries may be totally different in terms of design, but the coffee would taste the same, which is the global promise of the chain.

Although technology industry may seem distant from such issues, nevertheless some global manufacturers take into account local differences and respond accordingly. For instance, Nokia, a mobile telecommunications technology manufacturer had offered a range of mobile phones with dust-resistant keypad for a range of Arab countries where excessive amount of dust due to ecological reasons have presented problems before. Moreover, there are anti-slip grip phones available for customers in cold in rainy areas, as well as mobile phones with inbuilt flash specifically designed for truck drivers in rural India.

The above mentioned examples are mainly the cases of considerable commitments made by companies in order to adapt to local differences. However, there are many other cases where changes are undertaken only in terms of marketing communications in order to adapt to local differences. For instance, displaying human flesh and various parts of body referring to sex appeal is considered to be one of the most efficient advertising tools in Western countries. However, in some of the Eastern countries such an advertisement might be classified as offensive due to cultural differences, and therefore might result in negative creation of associations wit the product or service being advertised.

Difficulties Associated with the Adaptation to Local Needs

“Think Globally, Act Locally” is an effective approach in terms of ensuring the long-term growth of a company in the global arena. However, its practical application is associated with a range of challenges that need to be addressed affectively and efficiently. Generally, the difficulties associated with the need for companies to adapt to local differences can be categorised into three groups: cultural misunderstanding, incompetent management, and changing needs.

Cultural misunderstanding is one of the obvious reasons why some companies fail to succeed in foreign markets and “costly mistakes occur when managers miscommunicate, make mistakes in doing business due to cultural misunderstandings” (Grosse, 2000, p.325). The management may comprehend the need to adapt to local differences in order to succeed. However, unless the culture of a foreign market is learned and understood thoroughly any adaptation attempts may prove to be counter-productive, especially when a culture between home country of the company and the culture of the host country are different on the fundamental level.

Incompetent management is considered to be another issue that can have negative effect on company performance on various levels, including in its attempts of international expansion. Specifically, the company management may have an effective strategy of entering a foreign market that takes into account cultural differences and other characteristics of a new market. Still, the international expansion plan might be doomed to failure if not managed by people with necessary skills, knowledge and experience.

Sometimes managers are efficient in their duties in their home countries, which is usually the home country of the company as well. They may get promoted for this reason and appointed to manage some aspects foreign operations of the company. Apart from the difficulties associated with the cultural aspects of the issue that have been discussed above, there are also other factors that may negatively affect the performance of the manager in another country like adjustment difficulties, family issues, health issues because of weather etc. All of these are likely to result in incompetent management that is going to compromise the efficiency of adaptation to local differences, and consequently, the success of the company in the new market.

Changing needs of consumers is a challenging issue to be addressed that proves to be even more challenging in the context of global operations (Homann et al, 2007). Changing needs of customers are often associated with raising customer expectations that is caused by increasing rate of competition in many industries. Changing needs of customers may relate to the actual needs, as well as perceived needs of customers. Nevertheless, it is easier for international businesses to forecast and address the changing needs of customers in their home countries than the changing needs of customers in foreign markets. In other words, a multinational company may adopt and effectively implement “Think Globally, Act Locally” approach in relation to each foreign market the company operates in, but still the changing needs of customers in foreign markets may go unnoticed by company management due to reduced level of familiarity with local culture and this fact may undermine the whole adaptation initiatives undertaken by the company.

Recommendations Regarding the Successful Implementation of “Think Globally, Act Locally” Concept

Specific recommendations can be made to company management of any size regarding how to eliminate or at least minimise the above specified challenges to the successful implementation of “Think Globally, Act Locally” concept. The measures to be implemented for this purpose include increasing the level of cross-cultural awareness of the workforce, giving preferences to local workforce in terms of making appointments in management positions, and adopting a pro-active approach in terms of forming customer needs and preferences.

The biggest challenge to the successful implementation of the concept “Think Globally, Act Locally” can be eliminated through organising training and development programs aimed at increasing the level of cross-cultural awareness of the workforce. It is important for these programs to have a systematic character, and also each member of the workforce directly or indirectly involved in foreign operations should compulsorily participate in these programs.

The implementation of concept “Think Globally, Act Locally” will be positively aided if the management of the company gives preference to local people in foreign markets in terms of making appointments in management positions. Along with a range of other benefits such a strategy will provide detailed knowledge about the characteristics and differences of the local market that will assist in adaptation initiatives.

However, companies should avoid going to extreme in implementation of this specific recommendation by employing the local workforce in such a large quantity that it would compromise the core competencies of the business, as well as the value offered to customers due to lack of knowledge and experience in the local workforce associated with the company.

The challenge of changing needs of consumers can be effectively addressed by implementing a proactive, rather than reactive approach in terms of forming actual and perceived customer needs and preferences. This is a challenging task to complete, but if effectively conducted can assist in achieving market leadership for the company in a global market arena. Currently, the majority of businesses operate in a way that they try to identify customer needs and produce products and services in order to satisfy those needs. However, there are some companies, trend-setters that mould need in potential customers for products and services they are offering.

For instance, before the introduction of Iphone by Apple Inc, a US-based global technology manufacturer the usage of smart-phones was mainly limited to busy professionals, businessmen and technology geeks. However, Iphone created a “need” to millions of people to be able to browse internet and preferably to have a range of advanced applications in their mobile phones. This specific “need” created by Iphone was attempted to be satisfied by other companies like Samsung with the products like Samsung Galaxy, however, the important point in present context is the fact that Apple was able to create a “need” in its potential and existing customers globally, and therefore does not have to worry with changing needs of customers in each individual market the company operates in.

The benefits of globalisation are being utilised currently by many multinational and medium-sized companies around the globe. However, the degree of efficiency with which those benefits are being utilised are different between companies according to various factors including extend at which companies are able to adapt to local differences.

“Think Globally, Act Locally” is an approach implemented by some of the most successful companies in various industries according to which having global viewpoint and plans, but at the same time responding to and adapting to local differences is a best strategy a company can adopt in terms of international expansion. The efficient implementation of this strategy has brought has brought global success and market leadership for such companies as Aldi, Tesco, McDonalds, Nokia and many others.

Companies face challenges in their attempt to implement the approach of “Think Globally, Act Locally”. Main challenges are misunderstanding on cultural grounds, insufficient level of competency in management involved in foreign operations of the company, and the changing needs of customers in foreign markets.

The recommendations suggested to eliminate these challenges include organising training and development programs that focus on increasing the level of cross-cultural awareness in the workforce engaged in foreign operations, employing greater number of the workforce, including in management positions in order to get a detailed knowledge about the characteristics of the local marketplace, and adopting a proactive approach in terms of dealing with changing customer needs.

This paper is only an introductory analysis on the issue and lacks depth of research caused by the need to adhere to the specific word limit imposed for the whole work. Therefore, the implementation of “Think Globally, Act Locally” approach is analysed not taking into account additional factors that might apply in some cases. Therefore, each individual company should conduct a range of additional analyses like internal and external factors affecting the company, its financial situation, and its core competencies etc. before applying the recommendations made in this paper in practice.

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Brian Tokar

I am grateful to GTI’s stellar network for the lively discussion. Clearly, my initial responses to the questions on local and global politics brought to the surface some important differences in perspective, with contributions from Richard Heinberg and Gwendolyn Hallsmith making the case for action at a smaller scale and Andreas Bummel , Meg Holden , and Heikki Patomäki underscoring the need for global outlooks and global identities. I think we all agree that various local responses to problems that may be global in scope have tremendous promise, but also raise numerous complexities and concerns. There may indeed be a wider revolutionary potential, as David Barkin has written, in the multiplicity of local and indigenous cultures that are rooted in communal principles. As the new book Pluriverse: A Post-Development Dictionary —edited by Arturo Escobar and others and to which I am a proud contributor—outlines, there is a wealth of both traditional and contemporary outlooks throughout the world that express precisely the kinds of cooperative, earth-centered perspectives that most in this dialogue are reaching toward.

The responses invoke core principles that can help inform our path forward, calling for transitional approaches that are deeply relational, radically inclusive, humane, rhizomic, convivial, and grounded in values of human rights, participatory democracy, solidarity, and mutual aid. These constitute the basis for just the type of extended movement of movements necessary for us to find our way out of the present malaise, grow to thrive in community, and affirm our vital ties to people throughout the world. Barkin, as well as Helena Norberg-Hodge , invoked La Vía Campesina as a central inspiration. In my view, that worldwide network of peasant movements may come closest to embodying such a vision. La Vía also appears to operate very effectively in the international sphere without placing undue burdens on members of local organizations who prefer to live and work entirely within their local regions.

There is no doubt in my mind that the “global,” along with the national realm, has excessively colonized our thinking, as Arturo Escobar so eloquently describes, and often undermines the political imagination that is necessary for a pluriverse of local expressions to thrive. I agree with Jackie Smith that national elections and policy debates occupy far too much of our attention and that our personal and political energies are usually better spent elsewhere. This was affirmed by my own involvement in the early evolution of Green politics in the US. I know that many outstanding activists have passed through Green Party work over the decades, but an increasingly narrow focus on electoralism here in the US squandered much of its liberatory potential.

At the same time, decisions made by elected officials, and even more often by unelected corporate managers, continue to impede people’s lives, suffocate local initiatives, and ultimately threaten the survival of much of life on earth. From Katchipattu to Ladakh, from Ogoniland to the coast of Oaxaca—threatened by mega-scale wind power developers—we can probably all think of countless examples of local communities whose way of life has been threatened by forces of global capitalism, nationalism, militarism, and imperialism that have been cited by Chella Rajan, Helena Norberg Hodge, and others. In addition, numerous local initiatives are more subtly threatened by capital flight, hyperinflation, and other financial manipulations. What other than a global movement of movements—perhaps on the model of Vía Campesina—can simultaneously sustain the integrity of local expressions and mount a sufficient challenge to the global forces that threaten to undermine us all?

I very much resonate with Norberg-Hodge’s focus on combining “resistance and renewal.” That is precisely the theme of a new international collection on grassroots climate responses I am currently editing. This synthesis has been a focus of my writing since the 1980s and of foundational work in social ecology since the mid-1960s, and it has been central to the success of many contemporary movements, at least since the wave of antinuclear activism that swept the US and Europe in the late 1970s. In the lead-up to the 2015 Paris climate conference, Maxime Combes, from the global justice network Attac, proposed in a widely circulated paper that the civil society response to the anticipated shortcomings of the UN conference be framed as a unified expression of blockadia and alternatiba . The former represented the worldwide proliferation of local spaces of resistance to fossil fuel development, as celebrated in Naomi Klein’s book This Changes Everything , and first coined by the nonviolent campaigners of the Texas-based Tar Sands Blockade. The latter is a French Basque term that was adopted as the theme of a colorful bicycle tour that encircled France during the summer of 2015 to draw public attention to local alternative projects in various economic sectors. This synthesis of resistance and renewal represents the kind of “glocalist” thinking that challenges systems of domination and colonialism, while helping sustain the integrity of a vast array of distinctly local responses.

Aaron Vansintjan invoked the historic role of organized labor in challenging corporate dominance and the structures of capitalism. I was reminded that we are approaching the twentieth anniversary of the great convergence of labor and environmental activists to challenge the Seattle meeting of the World Trade Organization in 1999. At a time when the WTO had come to represent the increasing ability of global institutions to suppress local economies and override measures to protect people’s health and well-being, a worldwide movement for global justice—despite its shortcomings—raised public scrutiny, bolstered the opposition of Global South delegates, and ultimately made it impossible for the WTO to fully entrench its hegemonic agenda. Ever since Seattle, trade politics have been subjected to far greater skepticism and challenges from across the political spectrum. Michelle Williams’s comments also remind us of the worldwide movement that helped make it possible for local actors, after decades of struggle, to finally overturn South African apartheid.

As several contributors have argued, the question of political power should not be underestimated. I agree that many grassroots networks, including the Transition Towns and ecovillage networks, mentioned by Frank Fischer , are often far too apolitical and non-confrontational in their attempts to reflect a broad local consensus and convey a positive message. It is more important, in my view, to highlight efforts that directly challenge the system’s myths of invincibility and foster ties of solidarity that can help lift the voices of those who remain marginalized.

Finally, I agree that we need to navigate toward new ways of thinking that meaningfully transcend the global/local divide. I share David Bollier ’s affinity for Bruno Latour’s call for “terrestrial” thinking as a possible way beyond the current dualisms. Latour urges us to reject both reactionary nationalism (which he frames as as “Local-minus”) and also the remote, earth-from-outer-space distancing that typically accompanies even the most enlightened variants of globalism. Our extended conversation here may leave us with more questions than answers, but it also reaffirms my concluding plea to reach beyond capitalism’s false choices and work toward the goal of a truly interdependent global community of communities. The future of life on earth may depend on our ability to do just that.

Brian Tokar is a lecturer at the University of Vermont, author of Earth for Sale and Toward Climate Justice: Perspectives on the Climate Crisis and Social Change , and co-editor (with Tamra Gilbertson) of Climate Justice and Community Renewal: Resistance and Grassroots Solutions .

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Introduction: Think Globally, Act Locally

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T here are times when an event becomes a crossroad of history, a collision site of conflicting cultural and political currents, issuing from the historical past and extending into the foreseeable future. The place, however small, becomes the snapshot of a generation, perhaps even a microcosm of civilization. It is all a matter of reading the signs and connecting the dots.

All tyranny needs to gain a foothold is for people of good conscience to remain silent. —Thomas Jefferson

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A summary of legal issues appeared in Erik Camayd-Freixas, “A Matter of Interpretation,” The Progressive 72:11 (2008): 18–23. The Spanish translation appeared as Postville: La criminalizacion de los migrantes (Guatemala: F&G Editores, 2009).

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Tony Leys, “Jail Time after Raid a Surprise,” Des Moines Register , July 5, 2008.

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Erik Camayd-Freixas, “Statement to the Profession,” Proteus , Fall (2008): 5–8.

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Camayd-Freixas, E. (2013). Introduction: Think Globally, Act Locally. In: US Immigration Reform and Its Global Impact. Palgrave Macmillan, New York. https://doi.org/10.1057/9781137106780_1

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Greta brought the voices of an increasingly disillusioned band of Gen Z activists (who make up 26% of the world’s population ) to the doorstep of older generations at the world’s largest collective forum. Schooling would have to wait. Climate change was now the most pressing issue. Greta reminded all of us that climate change cannot be solved with watered-down proposals, abstract rhetoric, and empty talk; but only through taking immediate action as if our very existence depended on it. Greta’s plea was for all of us.

As innovative school leaders and educators, how will we take action? We’ve already been provided a helpful blueprint:

In 2015, the United Nations established 17 lofty goals for sustainable development to help reverse the damage done by climate change. Goals include more sustainable cities; an elimination of poverty; healthier waterways; and affordable and clean energy (pictured to the left). Each lofty goal includes concrete and specific sub-targets to help reach them. Courageous schools have already taken the first steps.

Through meaningful, real-world projects, these schools are providing time for students to take action on each goal within the context of their own curriculum and communities. This article will explore 8 models from 8 innovative schools and programs leading the charge. As we explore each model, consider which aspects might work in your school’s context.

The ‘ChangeMaker’ Passion Project Model:   Addressing SDGs through student-led passion projects at The Green School of Bali

Imagine students coming up with the concept for a personal passion project around a community need, partnering on it with local NGOs, working through several iterations with the help of a mentor, and exhibiting their work in a public community-facing exhibition.

This is the grade 8 ‘ChangeMaker Quest Program’ The Green School of Bali uses to help students address SDGs and discover passions. In the program, each year 8 student is matched with an adult mentor and provided regular time in the schedule to develop their idea. For example, one student, after learning about how human footsteps can generate renewable energy, saw the potential for its use on the stairs within the school. After meeting with his mentor, they worked together to create a prototype for the ‘electro stairs:’ an invention to capture motion and convert it to energy every time a student took a step. Ustay’s mentor helped him create project goals, generate tasks, investigate and conduct research, and plan out the project calendar. Learn more about Ustay’s invention here .

Questions for Reflection/Implications for Action:

• How might you build in time to help students connect their passions to a greater purpose?
• How can you transition from the role of a teacher into one of a mentor? What structures might help students explore their passions through SDG-related goals?

The ‘Experiential Learning’ Week Model: Addressing SDGs through Meaningful Experiential Weeks at Yew Chung and Yew Wah Schools in Hong Kong

Imagine your entire school going off the traditional timetable for a week to address deep questions around sustainability on a local level. This is what learning looks like during ‘experiential learning week’ at Yew Chung International School in Hong Kong. Here are some of the questions:

• How can we get involved in promoting sustainable tourism in Hong Kong?
• How can we create and market more sustainable fashion?
• How can we gamify sustainability to increase environmental awareness in Hong Kong?

Each deep and meaningful sustainability question was coupled with a relevant project to anchor it. In the sustainable tourism project, students created tours with the most minimal carbon footprint and advertised via a website to incoming HK tourists. In the sustainable fashion project, students created a fashion show of upcycled old clothes and apparel to make sustainability more ‘trendy.’ In the gamification project, students created ‘choose your own adventure games’ around important ecological sites in Hong Kong, and delivered them via student-designed apps.

• How might you use deep and meaningful questions around SDGs to empower your students to take action?
• Where is there existing flexibility in your yearly schedule? How might you use this time to offer deeper learning experiences?

The ‘Enrichment’ or ‘After School Program’ Model: Developing Citizenship and Social Responsibility through community-driven and student-generated projects at The Medford Center

Imagine your students working with older and younger peers to address issues of equity and environmental awareness within the community. Imagine these students sharing their findings and projects with both the community and the 2,000 plus students engaging in similar projects across the entire district. Imagine how big their IMPACT footprint would be then.

This is the work being done at the Medford Center for Citizenship and Social Responsibility . The Center started with a modest grant as an after-school program for civic-minded students and now has grown into a district-wide program integrated into the core fabric of each Medford School’s mission. Each Medford campus has a program coordinator who helps mentor students, secure funding, and connects projects to the wider community. Projects are clearly making a mark. After seeing the damage and destruction caused by Hurricane Harvey in Texas, two high school students in Connecticut took it upon themselves to gather needed goods/ supplies, rent a U-Haul Truck, and drive them 1,800 miles to the church they coordinated as the ‘point of contact.’ Projects of this magnitude aren’t just reserved for High School Seniors. After learning about Medford, Massachusetts’ troubling history with slavery, two third graders wanted to do something to remember forgotten slaves. After careful primary and secondary research, they picked a site, erected a beautiful marker, and even held a ceremony for the community to pay tribute to these forgotten men and women. Explore more Medford Projects here .

• How might you build in time for community projects in your existing timetable?
• What NGOs, B Corps, and charitable organizations are within walking distance of your school? How might you partner students with them to make an impact?

The ‘Pilot Program’ Model: Using TIDES (Technology, Innovation, Design, Enterprise, and Sustainability) to address SDGs and develop global citizens

Imagine a cross-curricular, collaborative, and community-linked four-year program for students to develop the autonomy and aptitude required to change the world.

This is the TIDES   program developed for year 7-10 students by Kim Flintoff , TIDES Coordinator at Peter Carnley Anglican Community School in Western Australia.. Each year aligns to a trans-disciplinary SDG theme. In year 7, students learn the design thinking process and use STEM to address a school-related need. In year 8, students expand their green footprint to address issues within the local community. In year 9, they move deeper into the ‘adult world’ through the STEM4Innovation initiative, where they partner with public and private health providers, and other community organizations to develop solutions ranging from the obesity crisis, to pandemic prevention and awareness. And finally, in year 10, students synthesize insights and skills gained from past projects into the ‘ Balance the Planet Program ,’ where after choosing an SDG area of focus, they develop and design relevant solutions with a variety of stakeholders. Rather than document the experience through written exams and cumbersome paperwork, students curate portfolios to capture evidence of their work to share with future employers, universities, training institutions, and to forge new business partnerships.

• How might you connect learning for students as they pass through each grade level?
• How might you use the SDGs as the starting point for trans-disciplinary projects and learning goals?
• How can backward design ensure learning targets are aligned?

The ‘Lab School’ Model: A circular mini-village living lab to learn about sustainability through building a zero-carbon campus

Imagine being given a one-acre plot of land in which to build a zero-carbon footprint mini-village. Imagine also working side by side with students to build eco tiny houses, set up water-efficient aquaponics systems, create food forests, set up forest fire warning systems, set up solar arrays, and even feed guests with on-site grown bio foods.

This is the work already started by ‘ Starbase 18’  in Portugal, a circular mini-village for students to experience carbon neutral sustainable living. Learning modules are designed to help students explore each concept including, ‘How to Coop with innovations and change,’ ‘Sustainability in your Profession,’ and ‘Agile Craftsmanship.’ Nearby schools are able to dip in and out of ‘Starbase 18’ or participate in longer residencies and internships. Their mission is to help create the blueprint for how other schools might set up their ‘Rural Living Labs.’

• Do you have an experiential site for your school? How might you develop it into a ‘rural living lab?’
• How can immersing students in sustainable practices help develop more sustainably-minded global citizens?

The ‘Advisory/Service Learning’ Model: Addressing SDGs through mixed grade-level advisories and connection to local NGOs at The American International School

When CoVid 19 sank its teeth in this past year, The American International School of Hong Kong had a choice to make regarding its yearly service-learning trips; cancel them, or re-imagine them on a local level. Given their strong commitment to developing thoughtful, global citizens, they chose the latter. Using the SDGs as a guiding framework, they empowered their year 11 students to partner with relevant local NGOs and community organizations to co-develop meaningful, three-day service-learning programs to address each goal. For example, one group worked with an NGO called ‘Rooftop Republic’ to learn about the values of urban gardening and how they could create a community garden at the school. In addition to the co-development of the service-learning program, these new student leaders also developed advertising videos, campaigns, and meeting frameworks to pitch each program to their grade 9-12 peers during Advisory.

Unfortunately, because of tighter restrictions around CoVid-19, the 3-day programs have been put on hold until next year.

And while the programs have been put on hold through this student leadership model, students have already shown greater engagement with service learning and developed a stronger connection to their community and personal passions/interests.

• How might you use the SDGs to empower your students as leaders? How might you support students in developing community partnerships?
• How might a model like this work into your existing mixed grade Advisory program?

The ‘Empathy to Impact Model’: Supporting SDGs through trans-disciplinary courses in the IDEATE Program at Beijing City International School

Imagine your students spending half of every school day diving deeper into SDGs through trans-disciplinary courses that uncover the underlying people, systems, and complexities driving them on a global scale. This is what the Beijing City International School has accomplished through its innovative ‘IDEATE’ program. A hybrid diploma program for year 11 and 12 students, the IDEATE program runs cross-curricular courses like ‘Global Issues,’ and ‘Systems and Scientific Thinking.’ Each course contains modules to help students better understand the people and dynamics at play. For example, in the Global Issues course, students explore the power of ethics, systematic inequalities, the concept of global oneness, donut economics, and true cost. Through exploration of each sub-topic, students develop EMPATHY and understanding of global issues, as well as providing provocation for the personal IMPACT projects they might take up to help address it.

For example, one student is addressing issues of inequality by exploring Asian hate crimes in the united states and creating a rap music video to help eradicate it. His big question: ‘What would happen if the world was exempt from racism?’

Another student is addressing fragile family relations by exploring how photography can change attitudes through an online photography exhibition. Her big question: ‘What if I conducted a photography exhibition that could change the attitudes young people have towards their family?’

Each personal project lasts 1-2 years and is accompanied by a mentor who meets with the student 2-3 times a week, and helps support the development of their project through the ‘Empathy to Impact’ framework.

For more on the ‘Empathy to Impact’ framework and other frameworks to support SDG delivery, check out “Inspire Citizens.”

• What trans-disciplinary courses might you develop out of the SDGs?
• How might you help students uncover the complexities of each global issue through a similar framework?
• How can you support student project ideas through mentorship?

The ‘Academy’ Model: Addressing SDGs through school-wide ‘Micro-Academies’ tied to specific goals

There is a phrase in the business world for ideas that are so audacious, so bold, and so visionary that you cannot help but get excited envisioning the possibilities if they are fulfilled. These ‘BHAGS’ (Big Hairy Audacious Goals) can easily be applied to the world of school.

Here’s a ‘BHAG’ related to the SDGs to get excited about: A comprehensive, trans-disciplinary, 4-year ‘academy/ studio’ program for students built entirely around making their communities and planet a better place to live. Students would spend one full year in each academy listed in the white space to the left. Within each academy, students would complete 3-4 deep and meaningful projects to explore relevant concepts and connect to the global SDGs. For example, in the ‘well-being academy’, students would explore the impact of urban farms on well-being by planting and cultivating their own community gardens. In the ‘equity/ society’ academy, students would work with local lawmakers to introduce and undo unjust and discriminatory legislation. Each academy would be run by a team of trans-disciplinary ‘guides’ who could mentor students through the projects, build partnerships, and infuse their subject-specific curriculum. Finally, academies would not be isolated by grade level, but instead, allow for mixed-age groupings to allow for student leadership and co-development.

• What is a ‘BHAG’ (Big Hairy Audacious Goal) related to the SDGs that might work in your context?
• Most standards and curriculum documents are written as guides, rather than ‘prescriptions.’ How might you organize your academic curriculum around this framework?  

Where’s the Starting Point?

The models above are in no way meant to be prescriptive. We all have unique contexts, communities, cultures, and learners to serve. A four-year, interconnected and trans-disciplinary program like ‘TIDES’ may not be feasible in places with tight restrictions around timetabling, curriculum, and mandated minutes. However, an ‘experiential learning week’ like the one introduced by Yew Chung might be feasible.

The starting point for the integration of SDGs is aligning a few stakeholders within your school to a common vision.

Once you find a few like-minded people; generate momentum first within your classrooms, electives, or after-school programs; build clear curricular links and design a few SDG-related learning experiences; exhibit student work publicly; and watch as the rest of your school begs to get on board.

For more, see:

• The United Nations’ Sustainable Development Goals Could Be Our Standards
• 24 Goals to Save the Planet (+1 in Case We Don’t)

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Kyle Wagner

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Think Locally, Act Globally: Toward a Transnational Comparative Politics

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Terrence Lyons, Peter Mandaville, Think Locally, Act Globally: Toward a Transnational Comparative Politics, International Political Sociology , Volume 4, Issue 2, June 2010, Pages 124–141, https://doi.org/10.1111/j.1749-5687.2010.00096.x

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Political dynamics and outcomes around the globe have been transformed by globalization, new patterns of human mobility, and the development of innovative transnational social networks. These new political processes are rooted in communities and networks that are not restricted by geographic location. Although politics has been delinked from territory in this way with regard to processes and actors, this does not mean that transnational politics focuses exclusively on universal issues or global approaches to social justice. Rather much of the new transnational politics is intensely focused on specific locations, identities, and issues (for example, “globalized” neighborhood associations, ethnicities, patrimonialism). Transnational politics also includes new conceptions and practices of citizenship and accountability (for example, legislative seats reserved for expatriate labor migrants) as the body politic becomes increasing mobile, political affinities delinked from geographic proximity, and critical constituencies reside outside of the territory of the state. This article outlines a new approach to investigating the actors and processes at the heart of contemporary transnational politics, with a particular focus on the ways in which diasporas are strategically constructed and mobilized to advance political goals through the use of salient symbols, identity frames, and social networks.

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CMR INSIGHTS

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Why “Think Globally, Act Locally” is a Dangerous Strategy for Emerging Markets

Image Credit | Markus Spiske

Since the early 1990s, global business interest in developing countries has skyrocketed as many formerly closed economies began opening up to firms from Western economies. During this period of growth, a key mantra was introduced—that executives should “think globally and act locally.” This mantra persists to this day in business schools and has even found its way into several academic articles and textbooks. In 2000, Coca-Cola even made it their main strategy. At its core, the mantra posits that to succeed abroad, firms must adapt their products, services, and practices to the host country’s (local) way of doing business.

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“CSR Needs CPR: Corporate Sustainability and Politics” by Thomas P. Lyon, Magali A. Delmas, John W. Maxwell, Pratima (Tima) Bansal, Mireille Chiroleu-Assouline, Patricia Crifo, Rodolphe Durand, Jean-Pascal Gond, Andrew King, Michael Lenox, Michael Toffel, David Vogel, & Frank Wijen. (Vol. 60/4) 2018.

“Friedman at 50: Is It Still the Social Responsibility of Business to Increase Profits?” by Karthik Ramanna. (Vol. 62/3) 2020.

I argue that this approach is risky as it (i) adds significantly to the cost of doing business and (ii) exposes executives to increased personal liability. For instance, it is estimated that illicit payments increase international business costs by more than 10% and add over 25% to the cost of procurement contracts in some countries. Moreover, recent enforcement of the Foreign Corrupt Practices Act in the US, the EU and the OECD that regard illicit payments to foreign officials as a criminal offense have raised the stakes. Individuals can now be prosecuted in their home country, even when the illicit act occurs abroad. For instance, in 2016, Odebrecht and its subsidiary, Braskem, were fined USD 3.5 billion by the US, Brazil, and Switzerland for bribery of government officials abroad. In addition to the fine, its CEO, Marcelo Odebrecht, was sentenced to a 19-year prison term. 1 Thus, “acting locally,” which may require unethical adaptation to local norms and even crossing legal and ethical lines, may put firms and executives at risk. Accordingly, there is a need to reconsider how firms should conduct themselves in distant cultures.

My intent with this essay is not to argue that respect for local cultural norms is bad for business— making products and services relevant to local tastes and preferences remains essential. Instead, I draw on my unique experiences and insights to caution that blind adaptation to the local ways of doing business is a dangerous strategy for firms seeking to enter or grow their businesses in emerging markets. Specifically, I focus on organizational form, internal processes, and procedures as a counterbalance to a national culture of acceptance and perhaps even encouragement of illicit behaviors.

“Think Globally, Act Locally”

Between 2018 and 2020, I found myself frequently traveling between Europe and several African countries to assist executives of a large European multinational oil and gas company (hereafter, EnergyCo) in identifying and evaluating business opportunities and seizing on them. On one trip, we decided to pay a courtesy call to the tribal chief of the area we were considering investing in. We intended to keep it brief, as it was the first introductory meeting. “ We need to bring something for them,” said the Country Director, a local native. “We cannot go to the ɔhene num (chief in the local Akan language) empty-handed!” she insisted. “Why do we need to bring something? asked the CEO. “So that they will like us,” replied the Country Director.After a few seconds of awkward silence, the CEO remarked, “ Well, I guess it’s think globally, act locally .”There were laughs all-round the room, but this confusion underscores a real issue facing many Western firms seeking to build or expand their business in emerging markets: how to navigate local cultural and institutional complexities while remaining compliant with home country rules and regulations.

The phrase “think globally, act locally” was born in the early 1970s by environmentalists to encourage individuals to improve their impact on the environment through local action. The phrase was subsequently imported into business schools—marketing and international business programs—in the early 1990s. The argument is that firms, especially those seeking to expand and grow in distant markets, must meet new strategic demands by developing a cadre of globally-minded leaders who can “think globally” but “act locally” on the premise that a lack of local responsiveness is disadvantageous for foreign firms. For instance, in their influential book, Bartlett and Ghoshal (1998) 2 suggest that firms must develop strong local management to sense, analyze, and respond to the local market’s needs. I caution that while having a product/service organization to balance local needs is essential to success in culturally distant markets, having flexible internal processes and procedures and succumbing to pressures from unscrupulous local stakeholders, e.g., government officials, chiefs, suppliers, is not. In fact, it may be counterproductive as it creates increased uncertainty regarding firms’ expectations and operational costs in the country. When operating in environments with lax regulations, local stakeholders, especially government officials, are incentivized to engage in opportunistic behaviors whenever they perceive that they have discretion over firms’ behavior. Examples include asking for gifts and payments to facilitate transactions and speed up procedures. 3 However, acquiescing to such requests results in wasteful use of firm resources and increased exposure to personal liability for individual executives at home.

And they perished in the midst of acting locally

The idea for this essay came in 2019 while I was working as CEO Advisor for EnergyCo. At the time, the firm had no presence in Africa, but its executive Chairman and majority shareholder were concerned that continuing to ignore the continent would be at their peril. The Chairman had identified Ghana—one of Africa’s most developed economies and democracies—as key to its aspirations. Ghana discovered oil in commercial quantities in the early 2000s. Consequently, Ghana was billed as the “next African tiger.” “ We’re going to really zoom, accelerate… and you’ll see that Ghana truly is the African tiger,” boasted Ghana’s President, John Kufuor. Like Kufuor, EnergyCo’s Chairman was extremely confident about Ghana’s oil prospects. Thus, in 2007, EnergyCo applied for and received a concession contract to explore and produce oil and gas offshore Ghana. However, this contract was abrogated a year later.

In 2007, when EnergyCo applied for a concession contract, its management decided to “act locally.” For instance, in its application, which required partnering with a local firm (to fulfill local content requirements), EnergyCo did not select the most qualified local partner but the most politically connected: a newly established company created by a close friend of the president who had no experience in the oil and gas industry. In 2007, EnergyCo and its inexperienced but well-connected local partner were awarded an exploration contract for a 3,500 km² block. In 2008, John Kufuor’s party was defeated by the opposing candidate, John Atta Mills. The Mills administration decided to investigate all oil and gas concessions agreements awarded by the previous administration prior to the elections. Not surprisingly, the investigations found that EnergyCo’s local partner lacked the qualifications to be awarded a concession agreement. On December 30, 2009, the Energy Ministry revoked the concession award, stating, “ The 5 November 2008 agreement was flawed to the extent that it failed to meet the requirements demanded by PNDC L 84. Therefore, the assignment you have requested is legally impossible because of the underlying failure of compliance with the law. ” Thus, “acting locally” cost EnergyCo the concessions contract hundreds of millions of dollars and posed a considerable risk to their reputation. Not long after, EnergyCo exited the country.

Understanding local institutions

In January 2018, the Chairman assembled a team of top executives from the parent company to develop a plan for re-entry into Ghana as he continued to see vast potential. To this end, a two-time CEO of publicly traded companies and industry veteran with experience from several culturally distant and institutionally volatile countries such as Qatar, Iran, and Russia was entrusted to lead the company’s second attempt to break into the Ghanaian market. In May 2018, I was recruited to advise the management.

The leadership understood and extensively discussed the critical role of local norms and the need to respect and take them seriously. However, what came as a surprise was the seamlessness and preponderancy of cultural norms in daily business dealings. In Ghana, like many emerging markets, formal authorities and informal norms and practices are thoroughly intertwined. For instance, tribal chiefs and clan elites—informal leadership positions based on kinship and bonds— have long been a central component of the social structure and the system of governance. Individuals occupying these positions are respected and charged with balancing tribal interests and stabilizing the republic. At a more grassroots level, they play a role somewhat similar to that assumed by an official member of the formal government—they adjudicate cases between citizens, codify customary law, celebrate and preserve the tribal culture, and promote socio-economic development. To help clarify the relation between formal authorities and informal norms experienced in Ghana and other emerging markets, I have depicted the formal authorities with informal cultural norms we experienced in Figure 1 . As the figure highlights, firms operate at the intersection of formal and informal institutions. Executives’ ability to navigate and manage demands from both formal institutions and informal norms without breaking laws—both locally and abroad—or crossing ethical boundaries is crucial for success in distant markets.

Figure 1: Firms operate at the intersection of formal institutions and informal norms

In emerging markets, informal institutions, shape formal ones and delegate authority to formal institutions. In the remainder of this essay, I highlight how these interpenetrated institutional dynamics affect firms and how executives can navigate such institutions without exposing themselves to liabilities.

Improving local rules and regulations

Emerging markets are characterized by volatile institutions that are difficult for many firms to navigate. 4 Consequently, firms rely on various risk mitigation tools to safeguard their interests in such markets. For EnergyCo in Ghana, this meant de-risking the general institutional environment by pushing for an amendment of local regulations. Among others, EnergyCo wanted the government to relax the rules that required oil and gas firms to seek approval from the petroleum commission for every contract award, viewing this requirement as “unnecessary bureaucracy” that could cause project delays.

Unlike the US or the EU, Ghana, like many developing countries, has no standardized lobbying form. Instead, firms rely on informal networks of influential figures to persuade policymakers. In September 2018, after several months of unsuccessful meetings and discussions with the Ministry of Energy, EnergyCo decided to call on the chiefs to present its case to them. The hope was that they would understand EnergyCo’s point of view and persuade the ministry to amend the laws as the local communities stand to benefit from the projects. As aforementioned, during the preparation for our visit, the Country Director insisted that we bring “ something [valuable] for the chiefs .” While laws against corruption abroad have made it possible to prosecute illicit payments to foreign officials and facilitating agents at home, thereby deterring many Western executives from such practices, the same cannot be said of local managers, perhaps due to a lack of social sanctions and generally limited enforceability of accepted practices in these countries. Even after the CEO rejected the suggestion to “bring something” to the chiefs, the Country Director was adamant that such gifts should be given because it is the “local custom.” This may explain why although most firms consider illicit payment and gift-giving a significant obstacle to business, many continue to engage in these activities. From my experience with EnergyCo, the explanation lies in nebulous “local norms” and the desire to be “locally responsive.” 

All hail the nebulous local culture

“Your people, they do not understand our culture.”

Acts of gift-giving and illicit payments, aside from increasing the cost of doing business and executives’ liability, also present significant impediments to countries’ economic growth. Although it is hard to estimate, the World Economic Forum 5 estimates that such petty payments cost countries more than USD 1 trillion each year. They also undermine the functioning of governments and erode investors’ trust. However, pressure from local representatives, together with the desire to “act locally,” has resulted in neutralizing attempts to enforce uniform organizational forms, internal processes, and procedures to prevent the risk of engaging in acts that may put the firm and its executives at increased risk.

After our meeting with the local chiefs, the Country Director pulled me aside and complained, “ Your people, they do not understand our culture. You must advise them! We must be on the good side of all the ɔhene num.” To her, a scenario where the firms operate in Ghana without bowing to pressure of the local norms was unthinkable. She saw the informal institutional structures as essential norms and customs regulating social and economic life that no one should transgress, and she was not alone. Upon reaching an impasse with the commission responsible for awarding licenses for foreign firms, I confided in one senior official to understand their point of view. He counseled me to advise “my people” to make a donation to the commission because “ the commission is self-funded, ” and a donation from an organization like ours “ can go a long way to help the commission’s work. ” Clearly, the official was implying that a monetary donation (bribe) would change the commission’s decision.

Back at headquarters, when discussing these gray issues, the CEO revealed that the Country Director had “floated” the idea with him. The CEO looked at the Chief Procurement Officer and recounted, “ Remember what I told you when I brought you on board?” “ Oh, yes,” he nodded and smiled. “I am not going to prison [for this project].” The CEO continued and recounted the “sad story” of Thorleif Enger, the president and CEO of Yara International, who was accused and convicted along with three other former executives by the Norwegian authorities for paying bribes to officials in India and Libya. 6

The solution: Think Globally, Act Globally

After several unsuccessful rounds of discussions with government officials and local leaders, we decided to adopt an open approach, that is, to indirectly generate pressure on the ministry by appealing to the public. We were confident this approach would work because it would de-risk the oil and gas sector, making it internationally competitive for investors, something the country desperately needed. We informed all employees of the plan, emphasizing that we were equally interested in the process as we were in the results. We agreed on a one-liner to inform potential stakeholders who may request something in exchange for their help: “I can’t give you a bribe or gifts as this is against headquarters guidelines.” This statement was specifically crafted to ensure that local employees could save face by putting the “blame” on headquarters. We held several meetings with journalists, civil society organizations, formal ministers, and traditional leaders. In fact, we met with almost anyone who would listen, which was an unconventional approach. We did not “act locally.” Instead, we thought globally and acted globally . Finally, on November 1, 2019, the government announced that it would amend the petroleum laws to encourage more investment, and we achieved our goal.

Figure 2: Daily Graphic, announcing the decision to amend the laws

This approach is noteworthy as it safeguards firms against a person or group holding leverage over them or demanding illicit payments. Thus, the experience with EnergyCo shows that foreign firms need not “act locally” to succeed in distant cultures.

Discussion and implications

Managing firms in distinct cultures is not a walk in the park. As executives catapult into uncharted territories, they may be tempted and even encouraged by the philosophy they acquired from business school to “think globally, act locally.” The temptation is even greater for Western firms because of their ability to pay. Reflecting on it, I cannot help but caution that executives who (i) blindly adopt the adage of “think globally, act locally” can endanger both firms and themselves; (ii) local adaptation may be at the expense of more consequential solutions for both the firm and the host country’s institutional development; and (iii) as a concept, “think globally, act locally” is liable to misinterpretation, which may lead to illegal and/or unethical behaviors. Thus, as business executives, consultants and educators tasked with training the next generation of executives, we must reflect on how we operate in distant cultures. Specifically, we must stress that the process of achieving a result is equally important as the result itself and that firms and executives have a responsibility that extends beyond the area in which they currently operate. An executive may give “gifts” or even pay a bribe to win a contract and, in the short term, increase the firm’s profitability. However, if such illicit payments are uncovered, they may lead to hefty fines and even prosecution, eroding profitability. To resist such temptations to “act locally,” I argue that firms must equally cherish and reward the quality of the process of achieving results as the actual result itself. This requires a strong corporate culture to counterbalance local norms and pressures. Because executives and firms, even foreign ones, have an obligation beyond the communities where they turn a profit. This is particularly so today in a globalized society where both consumers and investors expect firms to do more to help local communities. “Acting locally,” which may require unethical adaptation to local norms and can result in illicit payments, may not be a good strategy since it puts both the firm and the executives at risk.

Dickerson, M., Magalhaes, L., & Lewis, J. T. (2016). Odebrecht ex-CEO sentenced to 19 years in prison in Petrobras scandal. Wall Street Journal. https://www.wsj.com/articles/odebrecht-ex-ceo-sentenced-to-19-years-in-prison-1457449835

Bartlett, C., & Ghoshal, S. (1998). Managing Across Borders: The Transnational Solution (Vol. 16).

Pinto, J., Leana, C. R., & Pil, F. K. (2008). Corrupt organizations or organizations of corrupt individuals? Two types of organization-level corruption. Academy of Management Review, 33(3), 685-709.

Khanna, T., & Palepu, K. G. (2010). Winning in emerging markets: A road map for strategy and execution. Harvard Business Press

World Economic Forum. (2018). Corruption is costing the global economy $3.6 trillion dollars every year. https://www.weforum.org/agenda/2018/12/the-global-economy-loses-3-6-trillion-to-corruption-each-year-says-u-n

For a recount of this story, see Thomson Reuters. (2016, December 2). Former Yara CEO acquitted of corruption, legal chief convicted. Reuters. Retrieved April 3, 2022, from https://www.reuters.com/article/us-yara-intl-corruption-idUSKBN13R0YF

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Knowledge Centre Archive

Think global, act local, julian amey, principal fellow, wmg.

Published October 2010

It is rather ironic to be writing an article about 'Think Globally, Act Locally' that is going to be published on Warwick’s Knowledge Centre . In many respects sending out a communication on the World Wide Web is the antithesis of thinking globally and acting locally. My very use of the word ‘antithesis’ in the last sentence is another case in point. It’s hardly a word commonly used by most native English speakers; using it in an article intended to reach a global audience could be considered daft. It’s an example of trying to think globally but acting naïvely. How often does that happen in business, or in real life, and what can we do about it?

Let’s start again. Most websites receive hits from all over the world. Some of these are intentional, some are just passing traffic. For many internet users, English will be their second (or third) language. But every person who hits on our site is either a customer or a potential customer. The concept of a website to pass on knowledge and share information is great. But the web’s greatest asset, its global reach, can be its greatest weakness. It is hard to tailor it to the individual needs of each customer. How can you make local and specific, something that is global and general? Customers need goods and services that speak to their own individual needs. This is evident from practical data that shows that customers buying goods over the internet tend to shop more from sites in their native language than in English.

The phrase ' Think Global, Act Local ' was first used in the context of environmental challenges. If you wanted to achieve change and improvement, you couldn’t wait for global legislation or global action. The best course of action was to drive change yourself. You could act to reduce your own environmental impact e.g. by consuming less energy or water. Acting locally starts to address what you see as a global issue.

But ‘Think Global, Act Local’ has taken on much wider meaning and use in recent years. Most companies and supply chains need to serve a worldwide customer base. Companies, especially those trying to run lean supply chains, want to keep their operations as simple and standardised as possible - that way they can drive efficiencies and economies of scale. But that misses a key principle of lean: look at value from the customer’s perspective. If you don’t, you run the risk of having no customer, no brand and no market. Customers have local and specific tastes and preferences. The supply chain needs to act locally to understand and meet those needs.

The Chicken Maharaja Mac

Even companies with big brands need to tailor for specific markets. Coca-Cola in Mexico has a different formulation from that sold in the USA. McDonald’s signature dish in India is the Chicken Maharaja Mac rather than the beef based Big Mac popular in most other markets. Car companies gain economies of scale by standardising on car platforms. But the same model can differ between markets. To gain market share in the US, Honda had one of its product champions spend weeks driving around the US in order to find out what real customers wanted, not what the design office thought they should. (A real example of ‘Gemba’ in lean parlance.) Softer suspensions, twin cup holders and other features were some of the consequences, as well as significant increases in market share.

Product presentations need to differ between markets. In Europe, most pharmaceutical tablets are sold in blister packs that can be dispensed quickly and securely to patients. In the US, tablets still tend to be sold in large count bottles that pharmacies have to dispense to customers. US pharmacies tend to be located at the back of drugstores or supermarkets: during the time the tablets are being counted and dispensed, the patient will have longer time to spend in the rest of the store shopping. In some less developed economies, blister packs may still be used, but counted in smaller quantities. If not, the pharmacist may simply cut up the blister strip to a size that the patient can afford to purchase.

Big or small? It’s the Customer who matters

The growth of big corporations, global supply chains and global brands may be seen by some as a backward step. Life is seen to be more bland, the products more standardised. A counter argument is that standards become higher and quality more consistent and reliable when dealing with global brands. But ultimately customer needs and requirements will determine what wins in the market place. The resurgence of micro-breweries is a good example of how local customer demand has pushed back against the dominance of the global beverage companies and their brands.

In all cases it is vital to understand customer needs. This information needs to be shared along the supply chain, passing local intelligence back into the global chain so that supply needs can be tailored to meet customer demand. The knowledge input can go into product design or into the real time supply chain according to fashion or seasonal demand. The supply chain has to respond quickly and effectively if it is going to succeed and compete against other supply chains. In the information enabled world this knowledge can be shared rapidly, but human insight remains vital. Direct feedback from people on the ground remains the most valuable source.

Supply chains run on information, but more importantly they run on people. People are genuinely the greatest asset because they are the greatest repository of knowledge and insight. The different agents in the supply chain have to collaborate and work together as a joined up network. Rather than fibre optic links and servers, people are the Network that needs to be nurtured in the value chain. People hold the key to the network’s future success.

The Knowledge Network

There are direct parallels between the supply chain for goods and the value chain for the transfer of knowledge and learning. A successful value chain will pass learning along the chain to its customers, whilst receiving feedback and insights back up the chain.

You are the customers of the Knowledge Centre and key members of our network. We want the site to reach out to you. The body of world knowledge is growing exponentially. Our challenge is living with that growth and pace of change, and ensuring our offerings are current and meet your needs. You’re living with that change in your countries and marketplaces. You are our best source of understanding of the real local requirements of our worldwide customers. You can help us act locally by providing feedback and sharing your knowledge with us about current trends and your future needs. You can enable us to tailor our offerings to meet differing local needs, so that we don’t have a ‘one-size-fits-all’ approach, as well as help us to identify global issues. Sharing knowledge and networking will be the foundations of future success for us all. “Think Globally, Act Locally, but share and network totally” has to become a future mantra both for the supply chain and for any customer focused knowledge sharing.

Images: McDonalds Bangalore by Flying Cloud (via Flickr). Del Bridge by Daniel Hoherd (via Flickr). Untitled by Brian Josefowicz (via Flickr).

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Thinking Locally, Acting Globally?

The motto “Think Global, Act Local” seems to have originated with Patrick Geedes, a Scottish urban planner of the early 20th century, the term “global” invoking environmental inclusiveness rather than the worldwide perspective we understand it to mean today. In the 1970s to 1990s, the rising media and public interest in the human, social and ecological environment gave the term “global” its modern geopolitical dimension: that of the planet earth and the 4 billion people who lived on it. In health, thinking globally encourages a worldwide vision of what is done, not done, and should be done to alleviate equitably the burden of disease and causes of ill health. Acting locally is a call on people to become the active participants, no longer the passive subjects, of what is being done for and by them.

The primary health care (PHC) movement borne out of the Alma-Ata declaration of 1978 (World Health Organization. Declaration of Alma-Ata. Available at: http://www.who.int/publications/almaata_declaration_en.pdf . Accessed August 29, 2013) set the foundation for a global framework that would create a space for local communities to determine their health priorities. Thinking globally in this case implied listening to community aspirations, documenting their needs, promoting community participation, and supporting them in devising appropriate local solutions. As local developmental priorities were most commonly guided by health care providers, to no surprise, the priority agenda formulated by communities fitted most usually within the predetermined eight components of PHC: The “what” had been delineated globally whereas the “how” relied heavily on local needs and capacity. The PHC movement, however, has had mixed success. The attempt to bridge a global goal with local initiatives was constrained by the lukewarm commitment of a number of states, the divergent strategies of leading governmental and intergovernmental health and development agencies, insufficient funding, and the limited role actually played by civil society organizations. Any achievements of the global PHC agenda relied heavily on the financial and human resources of local communities who received little external support.

Meanwhile, in the 1990s, health gains achieved in low and lower-middle income countries were stalling if not receding and new threats to health and development were emerging: a new model of global health was called for. The turn of the 21st century witnessed great trepidation among international health governing bodies, official development assistance agencies and State leadership, about the benefits that narrowly targeted disease-control programs could yield to the world health. The global thinking was that, where the technology existed, massive responses should be brought against threats to impoverished communities and to global health as a whole—the term “global health,” inspired by the ongoing economic globalization, received much traction very rapidly. Global health initiatives mushroomed and, as Kayvan Bozorgmehr points out, so did discrepancies between rhetoric and reality:

In “global health” practice [these discrepancies] include, for example, the massive rise of global public-private partnerships accompanied by lacking accountability; the unequal representation of voices from low- and middle-income countries in decision-making fora; the both democratically and socially unlegitimated dominance of only several players in priority setting; or the discrepancy between moral/ethical discourse and real practice in foreign-policy (Rethinking the “global” in global health: a dialectic approach. Global Health. 2010;6:19).

Thinking globally invites local communities to act locally, but priorities remain too often set elsewhere with little allowance for deviations from set agendas. But, luckily, global thinking no longer remains unchallenged: civil society today plays a much more active role in negotiating global health (and development) priorities, and is becoming an unavoidable interlocutor in the determination of priorities and valuable witness of the use—and misuse—of resources. Local thinking can and should inspire global policy through advocacy, social pressure and democratic processes. Global action should be guided by local demands and build on local capabilities. “Think Locally, Act Globally” may well be the motto of future public health.

Voices Blog

International

Think Globally, Act Locally

Reflecting on my spring 2022 berkeley global access program adventures.

Think globally, act locally.

I bet you have heard this sentence before; if not, I advise you to take a moment to reflect on this catchphrase. I heard it for the first time in a business setting at INSEAD ’s entrepreneurship program when I was 16. Thinking that it sounded pretty clever and amazed by the fact that it rhymed, the sentence has stuck with me ever since.

However, I don’t believe I truly have felt these four words on a personal level before joining the Berkeley Global Access (BGA) Program . My interpretation is that by applying one’s engagement, interest and knowledge where they are, they can create a great amount of growth by thinking outside of the box, exploring new areas and meeting people with new backgrounds and insights. Without making this sound like a commercial essay, this is, in my humble opinion, what you can expect from Berkeley as a BGA student.

Being a visiting student at Berkeley allows you to make the best out of your program and explore your interests in the very best kind of way with truly amazing people.

During your first week at UC Berkeley, you can expect to be immersed in a completely new environment , a new system and with people from all over the world. Like most of my cohort, I had never been—not to mention moved—this far away from home on my own. You’ll quickly learn that Europe is “turned off” from 3 pm as everyone is sound asleep with the time difference being nine hours.

The previous semester, I had been on an exchange in Italy; however, this experience couldn’t have been more different. Being a visiting student at Berkeley allows you to make the best out of your program and explore your interests in the very best kind of way with truly amazing people. Again, I try to not make this sound like a commercial and it’s truly one’s own responsibility to create one’s very best unique experience. But isn’t that the beauty of it? The program’s advisers will always help you along the way. My approach was that “it’s better to call the BGA adviser one time too many than one time too few,” as I learned that there is  no “one time too many.”

Acting Locally

Berkeley has all sorts of clubs where you can “Act Locally.” There are many additional possibilities of being a part of the global environment, but also being active as any other Berkeley student. And if clubs aren’t your thing, you're “acting” more than  “locally” enough by only being drawn into the classes and the communities, or even by absorbing the many aspects that San Francisco and California offer.

By the fact that you’re international at Berkeley and get easily in touch with Americans, you’ll also witness a local culture exchange and leave your local footprint.

Even though one truly feels lost in the beginning of the semester and campus itself can be a small town, you’ll easily become immersed in the Berkeley student routines and traditions, as well as having your international community at your back. You’ll quickly understand that on Tuesdays there is Taco Tuesday at Raleigh's , Wednesdays are for grinding the undone schoolwork at Main Stacks and Fridays are always closer than you think as time flies.

Bigger events such as Game Day in the fall or Cal Day in spring , as well as naked-run in main stacks before finals (you’ll see, you’ll see), gives the university its own flavor. There are many traditions at Berkeley, empowering every student with a strong sense of local pride in the university. If it is wearing the Berkeley sweater around campus, dropping a little “Go bears!” in random settings, or even tanning with good friends on the Memorial Glade in-between classes and arguing over who’s going to go down to the café and pick up coffee this time.

However, it is easier than one thinks to connect with fellow students—being international or not—as a BGA student has (pretty much) every benefit as any Berkeley student and is always received with a big smile. By the fact that you’re international at Berkeley and get easily in touch with Americans, you’ll also witness a local culture exchange and leave your local footprint. One episode I’ll never forget was that my American housemates, as sweet as they were, asked me if I was okay as the temperature had passed 20 degrees celsius (68 degrees Fahrenheit). They believed Norwegians would melt with a lack of snow, as this must be “extremely hot for you.”

We do have warm summers in Norway, as well!

Inspired by Professors

The professors are also your very best advisers in the process. One of my favorite parts of the school week was going to office hours offered by one of my professors at Berkeley Haas, Cristina Banks , discussing how human resource management is very different in the U.S. than in Norway. This semester, I was so fortunate as to be boosted by the most infectious passion for the fields I am studying by my professors. After two years of online classes, one’s academic spark can easily fade away in the comfort of one’s couch and an inner voice repeating “just get the schoolwork over with and move on.”

Even though one can play buzzword bingo with the names of their professors—as they are often globally renowned—I was as impressed with the curriculum and the professors’ engagement.

However, with passionate professors who are always available for discussing the topics outside of class and with well-structured content, I was fortunate that the classes I took gave me a new academic spark. After all, as the motto of Berkeley states, Fiat Lux!—Let there be light. I will never forget Ms. Bank’s first lecture, online, saying, "I live to teach, I want to make a change through my teaching, giving talent a chance to change the world. I am way past my pension age, but hope to teach five more years. Trying not to die during this class—kidding!"

Don’t get me wrong, the classes may be as much of a character development as academic development. Pushing one out of the academic comfort zone was not unusual; however, you feel that the tasks are truly relevant and build useful skills. Even though one can play buzzword bingo with the names of their professors—as they are often globally renowned—I was as impressed with the curriculum and the professors’ engagement. Taking Social Psychology and Information Technology was a unique class at Berkeley, giving a new dimension to my computer science major—and the professor almost dancing with his arms in order to express his wise words! Sometimes it felt like watching a TED Talk.

Taking AI with Stuart Russel —the man with the name written on the bottom-right of all the books of my computer science classes back in Norway—was amazing on a whole other level than simply academica. It’s said that performance comes with motivation and ability, and, again, without making this sound like a commercial, I was fortunate that my professors gave me motivation and a structured toolbox, allowing me to perform academically and giving me a foundation to use professionally in the future.

Making New Friends, Lifelong Memories

An important aspect to remember is that the students around you are most likely in the same situation. The amount of new and inspiring people you meet is remarkable, and I have truly met some of the most amazing people, whom I hope to have lifelong bonds with. I remember wondering why people often go on dates and do something scary such as ride a rollercoaster or watch a scary movie. Why not just chill? The answer is that it builds a much stronger bond. For me, Berkeley was scary and new on many fronts, but there was something about witnessing and going through the process with new friends that created a bond that was like nothing else. I came all alone and am leaving with so many strong friendships.

Many visiting students come and go. You won’t get the same depth with everyone as you’ll meet many different people, with the bare minimum of putting yourself out there a bit. Who knows? Maybe you’ll go on trips with them, as well? Maybe this is your way of thinking Globally (hint hint)?

Berkeley was scary and new on many fronts, but there was something about witnessing and going through the process with new friends that created a bond that was like nothing else. I came all alone and am leaving with so many strong friendships.

This semester. I was fortunate to travel to Lake Tahoe, the borders of Nevada/California, Los Angeles, Cancún, Tulum, Hawaii and Yosemite and took the train down the coast to Santa Barbara and San Diego. Be aware, this is perhaps way too much to fit into one semester, as it wasn’t unusual for me to do finance homework on a hostel floor in L.A., pretty stressed the week before four unprepared midterms or doing the CS188 coding projects on the plane as if I were a secret agent in Mission Impossible .

Another great memory was running up the stairs at Haas into one of my 8 am pop quizzes with sand still stuck on my calves and an ocean breeze from Hawaii in my ears—I took the red-eye flight to make it all. Again, I do not necessarily recommend this, and it may be wise to save the travels for spring break and other vacations. However, the memories made from exploring these traveling possibilities when living in California, with the other international students, are memories I’ll treasure forever.

Explore, Explore, Explore

The world is yours, and with the lack of a pandemic and a hint of an adventurous mind, there is so much to explore. San Francisco is also only 40 minutes away by bus, and in addition to offering interesting job opportunities for the future, the city is filled with adventures. With an abundance of different cultures and sights, no weekend in San Francisco is boring. Personally, I highly enjoyed Chinatown and the view from Mission Dolores Park is like nothing I had ever seen before.

To wrap it all up, studying at Berkeley gives a global taste on a whole other level with the students. San Francisco is right around the corner and there are many traveling opportunities. You’ll slowly see that the way you think, throughout the semester, changes; there are more and more opportunities to grasp and new global insights to inspire you.

Being inspired by all these new inputs around you, there are many ways you can apply your curiosity and aspirations at Berkeley.—whether it’s by going to motivating office hours on campus or taking a day trip to Alcatraz in San Francisco.

Being a global student at Berkeley allows you to think globally, act locally.

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