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Lorem Ipsum is simply dummy text of the printing and typesetting industry. Lorem Ipsum has been the industry’s standard dummy text ever since the 1500s

Lorem Ipsum is simply dummy text of the printing and typesetting industry. Lorem Ipsum has been the industry’s standard dummy text ever since the 1500s, when an unknown printer took a galley of type and scrambled it to make a type specimen book.

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Lorem Ipsum is simply dummy text of the printing and typesetting industry. Lorem Ipsum has been the industry’s standard dummy text ever since the 1500s, when an unknown printer took a galley of type and scrambled it to make a type specimen book.

Lorem ipsum dolor sit amet, consectetuer adipiscing elit.

The changes in the global organization have implications for their Indian operation. The director of Bosch has a responsibility to run the business in India, indentify the growth of global business units and make strategies to achieve business growth.

Following are some conditions that led to improvement in the performance after implementation of verticalization process in India. CEO believed that it would be also an effective process to implement in North America:

Greater visibility for smaller division:

Before the verticalization process, smaller divisions were neglected. However, after the verticalization; smaller divisions are getting more attention of the manger, as these small divisions have more customers and employees

New career opportunities:

The new organizational structure creates new career opportunities for people who live in India. Previously there were limited career opportunities, but after verticalization process new career opportunities will indirectly effect the economy of the country…………..

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Following are some conditions that led to improvement in the performance after implementation of verticalization process in India. CEO believed that it would be also an effective process to implement in North America:

Greater visibility for smaller division:
Before the verticalization process, smaller divisions were neglected. However, after the verticalization; smaller divisions are getting more attention of the manger, as these small divisions have more customers and employees

The need to structure online programs differently to those that are run face-to-face. Rather than accept a lower level of engagement from staff because of the virtual (online) format, we were able to design a program with increased flexibility, variety and engagement from participants
A recognition that the “parenting”stye of headquarters in global businesses is critical. Instead of seeking to continuously align and control the activities of divisions in different markets, it is significantly more productive to focus on the benefits of the diversity in thinking between the operating units — and then to share the key learnings across the whole business
Some of the legacy practices embedded into the operating philosophy of large global businesses are often based on previous “best practice” approaches. These are sometimes out of sync with the non-linear way in which fast-paced markets develop. As we observed, it makes little sense to apply linear thinking in a world that is changing at a logarithmic rate
By using scenario thinking, teams are often confronted with a particularly unattractive future scenario. By applying their minds to these unattractive (and undesirable) scenarios, some of the most innovative and breakthrough solutions can emerge..