Designing a global way of working
In many international organisations, global performance is optimised locally. This is often necessary to meet regulatory or market‑specific requirements, but it comes at a hidden cost. Over time, variation proliferates, operational practices differ by country, job communication is locked in personal inboxes, finance teams rely heavily on spreadsheets, and processes depend on informal approvals. The result is limited transparency, slower execution, and an operating model that scales cost faster than value.
The only way to tackle this challenge is to face it head‑on. Working with one of the world’s largest maritime services providers- operating across more than 60 countries, local evolution was no longer sustainable. The strategic shift was clear: move from incremental local optimisation to a single, unified way of working that could support global scale without sacrificing control or customer experience.
For a change of this scale to be successful within a global organisation, every region needs dedicated support throughout, with stakeholders and users engaged from the very start and must accommodate time zones, language barriers and local operational challenges.
Adopt a global way of working, adapt for local variations
Efficiency at scale is not delivered through technology alone. It emerges when process design, governance, behaviours, and digital platforms reinforce one another. This global port agency anchored its transformation on five clear design principles:
Standardise where possible to reduce duplication and variability
Localise only when necessary to accommodate genuine regulatory or operational constraints
Automate where it creates value, particularly in high‑volume, repeatable activities
Increase transparency to strengthen accountability and decision‑making
Embed collaboration to reduce dependence on individuals and improve resilience
These principles shaped the creation of a single global digital backbone across three critical capabilities: port‑call operations, job‑based communication and customer engagement, and a global procure‑to‑pay control environment. The outcome was not simply scale, but intentional design, allowing efficiency to be built into day‑to‑day execution.
Regional buy in requires trust-based change
Without regional and local stakeholders embracing the Change journey, a global deployment will never achieve its target outcomes. Combining professionalism with empathy drives strong local engagement. If cultural and operational differences across regions are not acknowledged and addressed through tailored support, a global deployment can quickly breakdown and local champions and supporters of a transformation, can soon lose trust.
Where digital literacy varies and long‑established local operational habits exist, trust‑based change management becomes critical to bring people on the journey. Regulatory differences were carefully navigated, while delivery must be adapted to regional time zones and languages to ensure inclusion and sustained engagement. By working closely with local teams and coordinating interdependent initiatives, regional stakeholders and end users feel heard, supported and aligned throughout significant behavioural and operational change.
Leading Change Management in Global Transformation
Successfully leading Change Management for a global transformation initiative requires a deliberate focus on ensuring every local stakeholder is recognised and valued equally, regardless of their geographical location. Central to this approach is the removal of local barriers that may hinder the achievement of the desired outcomes. It is crucial to address these obstacles without compromising the overall global transformation timelines or causing disruption to local operations. By doing so, the transformation process maintains momentum while fostering inclusivity and respect for local needs, supporting a seamless transition and unified progress across all regions.
