Making Solar Energy Economical Essay Example | Topics and Well Written Essays - 750 words

Making Solar Energy Economical - Essay Example With the realization of this inefficiency, current manufacturers are manufacturing solar cells with an improved efficiency through laying the cells into multi-layers that has the ability to push the efficiency to about 35%. Using nanotechnology, engineering of solar energy generation devices can make structures on sizes that are comparable to molecules and atoms that are measured in nanometers whereby nanocrystals from the elements selenium and lead are utilized (Beard et al. 2506). The technology improves the inadequacy presented by standard cells that produce useless excess heat and less impact while the Lead-Selenium nanocrystals release further electrons rather than heat thus boosting the output, which can also be replicated in Silicon. With the use of nanocrystals technology, the efficiency of the generation of solar energy can use efficiencies of up to 60% and therefore engineering technologies are required to integrate nanocrystal cells in transmitting energy in a circuit (Bea rd et al. 2512). How to Make Solar Energy Economical The use of new materials for solar cells can help in the reduction of fabrication costs that has a positive impact in reducing the costs of solar energy and making its implementation for generation of electricity economical (Lewis 799). The purity of the material is important, as modern solar cell designs require higher purity content in order to make the flow of electric charges be seamless. To achieve this, manufacturers will be required to use thick materials in one dimension to absorb sunlight and thinner materials in another direction to transmit the charges which would require that the solar cells are made of nanorods or tiny...This essay outlines the growing importance of the solar energy among other sources and determines the factors, that will ensure larger electrical generation based on solar energy conversion. Solar power is usually generated by collecting the light spectrums from sunlight and converting them to energy in the form of electricity using solar panels that have cells in them. Solar energy forms an integral part of the supply of energy to human beings and the earth in general. The contribution of the sun to the energy requirements of the earth is substantial despite the fact that it has not been taken up by most people and forms only a fraction of the energy consumption market. In order to make solar energy economically competitive, there is need for those tasked with the manufacture of solar technology devices to improve the efficiency of the cells in commercial solar cells as well as lower their costs of manufacture. The use of new materials for solar cells can help in the reduction of fabrication costs that has a positive impact in reducing the costs of solar energy and making its implementation for generation of electricity economical Despite the fact that technology may help in the production of solar cells that generate cheap and efficient electricity, it would be uneconomical if the solar energy generated is not stored. The need for storage of electricity generated from solar has been necessitated by the fact that not all the days will the earth receive sunlight as this may be blocked by clouds or darkness at night.

Payroll Framework Implementation

Payroll Framework Implementation The following report marks the use of the organisation and gets proper use of the organizational support for the understanding of the situation that marks the development and the operation of the organization. The concerned project consists of three prime tasks which are marked as section 1, 2 and 3. Section 1 describes the implementation of two preliminary frameworks-COBIT and COSO in the payroll failure of the Queensland healthcare system. Section 2 of the report deals with describing various frameworks required to sustain the failure, which had been implemented by the health department, IBM and other parties. Section 3 develops an understanding of 2 stages concerning System Development Life Cycle and its working in the project. Importance of payroll framework in any organisation lies in marking and demanding proper as well as smooth development of the organisational management. The management of the organization and the play of the management in terms of dealing with the organisational workers mark the smooth operation of the organisation. It can be so detected that the organization along with the workers are bound with the relation of employer and employee common thread of paying and receiving of salary and wages respectively. The opportunity in the following will be based on the understanding of the consequences if the framework of COBIT and COSO were implemented by the organization. COBIT: As supported by De Haes et al. (2013, p.320), COBIT is one of the latest version of ISACAs globally accepted framework for the proper end to end governance of enterprises and organization related to IT. The central management of the framework helps in the creating of the values in the enterprises. The prime use of the organizational support and the use of the framework is the smooth management of the leadership, guidance and practice with the use of the analytical tool that is managed by COBIT. As supported by Rubino and Vitolla (2014, p.770), the framework helps in the better management of the enterprises IT sector and makes the most of it with the smooth development of the organisation. COBIT stands for Control Objectives for Information and related Technology. This frame work helps in the better bridging of the central breach in the field of the IT department of the organisation. Cobit framework allows implementation of the success factors that could essentially guide the f ailure of the payroll system in the health department of Queensland (Chang et al. (2014, p.200). Proper and appropriate level of governance is being provided if Cobit framework had been followed in the concerned project. It helps to maintain collaboration among the employees and support the financial base of the system so that any collapse would be sufficiently handled by the Ministry of health as well as the government of the nation. COSO: As supported by Rubino et al. (2017, p.99), the framework of COSO is used by the managers of the organization for the development of the organization in terms of gaining proper view of the organizations internal control and thus makes the managers of the organization smooth and better operating ground for the operation of the organization. This framework helps in the well management of the organization operation for the better development of the organisations internal process for for development. As mentioned by Seyal et al. (2016, p.240), the COSO framework helps in well understanding of the internal environment of the organization and marks the risk of the environment in order to gain risk assessment benefits. The COSO framework also helps in the proper management of the information also helps in the management of the communication gathered from external and inter source of the organization. The policies and the procedure help in better management of the organization provided by the COSO. As supported by Gantman and Fedorowicz (2016, p.80), the use of the managerial ground of COSO helps in proper formation of strategic planning for development of organization and maintaining of the development ground in the society. Lattice: As mentioned by Rubino et al. (2017, p.200), the LATTICE framework is an obsolete one ion the proper managing of the development of the organization. The smooth operation of the organization is based on the framework of the organization in the opportunity of the organization. The framework is literally based on the smooth operation of the organization with the help of the scaffold in the organisation. The guidelines of the organization help in the marking of the organisational procedures. The system of the organization is better managed by the organizational development and organizational use of the similar guidelines for the overall development of the organization. The overall development of the organization is based on the guidelines of the organization. The overall development as based on the guidelines does not allow the managers to go out of the space and think. Rather leads in the operation of the orgnisation with fixed and close ended opportunity. As supported by Gil- Pechuà ¡n et al. (2014, p.190), the development of the organization is not well supported by the LATTICE frame because of the close ended operation. The key strategies implemented by the health department of Queensland have been to identify the end users of the proposed system, train the management and staff along with defining requirements of the business (Goosen, 2016, p.70). The objectives of the framework as provided by the health department of Queensland focused on imparting adequate training and education to the staff and enlighten them about relevant information. The payroll system being disparate, two basic systems or support frameworks have been adopted- LATTICE and Environment for Scheduling Personnel (ESP). ESP as well as LATTICE has been progressively utilized since 1996 till 2002. The solution of LATTICE was gradually becoming obsolete with the passing years since it needed a minimum amount of interventions manually for accommodating complex award along with incentive structures to be paid to the employees. Opportunities in the organisation have been developed through the implementation of the framework now approved as one of the obsolete one. The situation of the organisation was into a greater alarming position because of the use in the framework of LATTICE,  that mark the closed Indian guidelines of the organisation in the development of the organisational manager skill and knowledge on the work performed by workers of organisation.  As mentioned by Pandeya et al. (2016, p.263),  the achievement of the success in an organisation can be only possible with the help of the development in organisational use and proper management of skill the managers have. The use of the LATTICE went down because of the minimum effect on the mitigation of problems that arise in the organisation. Due to the traditional framework of LATTICE as there was no has effective mitigation procedures that the managers could have a well for the development of the organisation out of the critical situation. As mentioned by IBM is one of the control process that help in managing organisational and managerial work in a smooth and development.  The queen Queensland State Government for shared service initiative (SSI) was implemented by IBM for preparation of the organisation.  at the IBM was not the only form for information that they used for the development of the organisation but logical and SAP were also out of the,  operation of Organisation in an organisation development situation.  In 2005 the IBM was contracted by FSI for transformation of the organisation formed.  The process and procedure of IBM was of performance award interpretation in the society. The implementation of the Operation of the organisation Was bitter supported by IBM because of the eradication of the old system used by the organisation and  implementation of the system that highest tax act in SAP finance, SAP HR, for the restoring system of the organisation worker. The implementation of the word with t he help of IBM was better in chance of making proper work to bring solution will gather the employee of the organisation and maintain a proper authority in operation of the organisation which also included management and implementation on new projects of the organisation with special care and effective efficiency. Development of the study and operation of the organisation have also mention the developed organisation of structure which grows to be IBMs one of the most important factor in the development of organisation society. According to the observation of Houghton et al. (2016, p.365), among the other parties or contractors who were involved in the payroll system of Queensland health department, Corptech was much well-known and reputed one. The main objectives of Corptech have been to oversee entire implementation of health payroll strategies across all the Department of Queensland Government, commencing strategy of SAP as a Human Resource (HR) practice as well as Work brain solution and managing of prime contractor. Payroll tests have been successful by implementing the solutions of SAP HR along with Work brain solutions unlike LATTICE solution. Since there was no specific methodology of project management had been followed, hence, these solutions tended to be appropriate and the ownership, responsibilities and roles had been crystal clear to the employees as well as managers for avoiding the collapse of the system. Supported by Fair, (2016, p.52),  the first stage of the system development life cycle manages to be the System study which mark sweep elementary stage of system development life cycle.  the investigation of the system development life  cycle system study can be traced back to actually and physical system of the organisation.  This is Temple along with System study health in and listing the study referring to the problem objective terms of reference constraint aspects and effect of the benefits and impacts of the demerits of the organisation.  The use of the system study in the society and in the organisation is for the better identification of the problem and for the initiation of the project. As inferred by Ling-Chin et al. (2016, p.377), the background analysis also is done by the help of system study.  Smooth operation of an organisation is maintained and accepted by the proposal of the cycle procedures from the next step.  The study helps in better identification o f the issues and the mitigation of such issues related to the inference and findings of the work done for the development of the organisational procedure and structure. As inferred by Ioppolo et al. (2016, p.180), the feasibility studies is determined by the option and development of the organisation through which study is accepted and used for the better management of the society.  The prime and the most important objective of a study thing feasible is not to solve the problems but to identify the scope of the object to that will help an organisation to add that precede into better developmental situation and opportunities. The economic feasibility is identified for the Solving problems of an organisation we use of better economic and cost effective methods. The use of the cost effective method and proper benefit analysis of the situation smart the feasibility of the study in terms of economic condition. The organisational feasibility is 5 determination of proposed system is consistent and helps an organisation in strategic objective development. Development of the organisation depends on the understanding of system that works for the operation of an object in an organisation As inferred by Houghton et al. (2016, p.363), Social feasibility marks the situation where the objective of the organisation is accepted and enjoyed by every community of the society without causing any social issues on cultural problems. It is essential to understand the impact of the society in an organisation for detecting the development of the operation and cultural views of the organisation.  It is evident that an organisation should maintain the technical feasibility also for coping with the problems of technical issues that arises in daily operation of an organisational work. Referring to the case study, it could be concluded that the health payroll system of Queensland in Australia has failed consistently and doctors along with other health professionals were not paid or wrongly paid. This resulted in imbalanced health institutional structure of Queensland. Even political unrest erupted due to this failure in the payroll system. The governance and the project management engaged in this project of payroll failure have been hardly successful in implementing appropriate framework for overcoming the system failure. However, these frameworks have been sincerely implemented and brought about few yet relevant changes in the payroll system in Queensland. References   Chang, S.I., Yen, D.C., Chang, I.C. and Jan, D., (2014). Internal control framework for a compliant ERP system. Information Management, 51(2), pp.187-205. De Haes, S., Van Grembergen, W. and Debreceny, R.S., (2013). COBIT 5 and enterprise governance of information technology: Building blocks and research opportunities. Journal of Information Systems, 27(1), pp.307-324. Fair, M., (2016). Generalized record linkage system-Statistics Canadas record linkage software. Austrian Journal of Statistics, 33(12), pp.37-53 Gantman, S. and Fedorowicz, J., (2016). Communication and control in outsourced IS development projects: mapping to COBIT domains. International Journal of Accounting Information Systems, 21, pp.63-83. Gil-Pechuà ¡n, I., Pullicino, P. and Garcà ­a, M.P.C., (2014). Implementation Methodology of Effective Governance to Ensure the Quality of IT Service. In Action-Based Quality Management (pp. 175-192). Springer International Publishing. Goosen, R., (2016). The development of an integrated IT risk assessment questionnaire for internal auditors use. Southern African Journal of Accountability and Auditing Research, 18(1), pp.63-71. Houghton, R.J., White, C., Golightly, D. and Wilson, J.R., (2016). Span of control in supervision of rail track work. Cognition, Technology Work, 18(2), pp.361-378 Ioppolo, G., Cucurachi, S., Salomone, R., Saija, G. and Shi, L., (2016). Sustainable local development and environmental governance: A strategic planning experience. Sustainability, 8(2), p.180 Ling-Chin, J., Heidrich, O. and Roskilly, A.P., (2016). Life cycle assessment (LCA)-from analysing methodology development to introducing an LCA framework for marine photovoltaic (PV) systems. Renewable and Sustainable Energy Reviews, 59, pp.352-378 Pandeya, N., McLeod, D.S., Balasubramaniam, K., Baade, P.D., Youl, P.H., Bain, C.J., Allison, R. and Jordan, S.J., (2016). Increasing thyroid cancer incidence in Queensland, Australia 1982-2008-true increase or overdiagnosis?. Clinical endocrinology, 84(2), pp.257-264 Rubino, M. and Vitolla, F., (2014). Internal control over financial reporting: opportunities using the COBIT framework. Managerial Auditing Journal, 29(8), pp.736-771. Rubino, M., Vitolla, F. and Garzoni, A., (2017). The impact of an IT governance framework on the internal control environment. Records Management Journal, 27(1), pp.81-101. Rubino, M., Vitolla, F. and Garzoni, A., (2017). How IT controls improve the control environment. Management Research Review, 40(2), pp.155-205. Sanyanunthana, K., 2016. Education Quality Development for Excellence Performance with Higher Education by Using COBIT 5. Education, 1, p.524 Seyal, A.H., Poon, S.H. and Tajuddin, S., (2016), November. A Preliminary Evaluation of ICT Centers Performance Using COBIT Framework: Evidence from Institutions of Higher Learning in Brunei Darussalam. In International Conference on Computational Intelligence in Information System (pp. 235-244). Springer International Publishing.

Life :: essays research papers

THE STORY OF LIFE Sometimes people come into your life and you know right away that they Were meant to be there, to serve some sort of purpose, teach you a Lesson, or to help you figure out who you are or who you want to become. You never know who these people may be (possibly your roommate, neighbor, worker, long-lost friend, lover, or even a complete stranger), but when you lock eyes with them, you know at that very moment they will affect your life in some profound way. And sometimes things happen to you that may seem horrible, painful, and unfair at first, but in reflection you find that without overcoming those obstacles you would have never realized your potential, strength, willpower, or heart. Everything happens for a reason. Nothing happens by chance or by means of good luck. Illness, injury, love, lost moments of true greatness, and sheer stupidity all occur to test the limits of your soul. Without these small tests, whatever they may be, life would be like a smoothly paved, straight, flat road to nowhere. It would be safe and comfortable, but dull and utterly pointless. The people you meet who affect your life, and the success and downfalls you experience, help to create who you are and who you become. Even the bad experiences can be learned from. In fact, they are probably the most poignant and important ones. If someone hurts you, betrays you, or breaks your heart, forgive them, for they have helped you learn about trust and the importance of being cautious when you open your heart. If someone loves you, love them back unconditionally, not only because they love you, but because in a way, they are teaching you to love and how to open your heart and eyes to things. Make every day count. Appreciate every moment and take from those moments everything that you possibly can for you may never be able to experience it again. Talk to people that you have never talked to before, and actually listen. Let yourself fall in love, break free, and set your sights high. Hold your head up because you have every right to. Tell yourself you are a great individual and believe in yourself, for

Aristotle Essay example -- essays research papers

y does Plato believe that only Philosophers are fit to rule? Rather than the practical pursuit we are accustomed to, for Plato, Politics is an intellectual faculty. Governance by non-philosophers is to be governed by opinions, beliefs and self-interest; in contrast the philosopher ruler will govern with virtue and justice with no hidden agenda. The philosopher is in love, in love with learning, knowledge and truth. It is important to make a distinction here between the acquisition of knowledge and the acquisition of truth, because knowledge is not necessarily the truth. With the help of an allegory, Plato explains the sensible world of illusion and belief, the place where most people reside. The philosopher has stepped outside this world, into a world of knowledge and truth. Plato makes use of a cave to explain this; I will use another means. A child believes in the myth of Santa Claus, a child has good reason to suppose this myth is true, it is inculcated when he receives Christmas presents, the media, family and friends consolidate the belief, the child even writes to Santa Claus and receives a reply. On Christmas Day this belief becomes a ‘reality’. Through education and maturity, the child will have doubts as to the truth of this illusion. At some stage during the transition from childhood to adulthood he will acknowledge the illusion, and further, during parenthood the myth really comes home to roost as knowledge and absolute truth. (He now has a choice; he can put an end to the myth or continue the cycle) What is distinctive regar ding each stage, is how far they have come out of the cave. Through illusion and belief to knowledge, or from artisan to auxiliary to philosopher. The fundamental prerequisite to becoming a philosopher ruler is to have knowledge of the forms, therefore knowing the truth. The forms do not exist in the sensible world, they can only be found in the super-sensible world. Platos‘ theory of the forms is partly logical and partly metaphysical. The logical part is, take for example a dog, there will be many types of dog, and general particulars regarding a dog. The form of a dog is universal and eternal it has no position in space or time, it is not born when a dog is born, nor does it die when a dog dies. The metaphysical part of the theory is the form of a dog is a perfect, unique dog, created by God. The dog is real, pa... ...ft of the preeminently "excellent" citizen to protect the state's constitution by making him the ruler of the state. Aristotle further justifies his position by stating that a citizen should not be made the ruler of a state because of his wealth or his ancestry. Unless by some chance wealth or ancestry affects the ability of a citizen to work towards the interests of the constitution. Of course the wealthy citizens and those citizens of glamorous ancestry should not be denied the chance to rule the state, for the ruler should be chosen for his "excellence" alone. Even in modern democracies like our own Aristotle's ideas hold true. When we vote in the election of the ruler of our country we, theoretically, are voting for the single most "excellent" citizen of our nation. That is we are voting for that citizen who can do the best job of working towards our common interests. The citizen of a state who has the greatest ability to work towards the salvation of the constitution has a gift that all citizens can benefit from. It only makes sense to beseech that citizen to lead the rest of the citizens in working towards the common interests of the state.

Autobiography of Frederick Douglass

Frederick Douglass's Autobiography, Narrative of the Life of Frederick Douglass, An American Slave, is situated in a context that was not open to, or fond of the straightforwardness of his writing style. His open identity in an anonymous world of anti-slavery literature thrust him into international fame. His writings are often compared with that of Thomas Jefferson, and Benjamin Franklin. Unlike Jefferson and Franklin, however, Douglass's Narrative was inspired by much more than a harsh, but removed king-figure. Instead, violence and the difficulty of obtaining a worthwhile education spawned Douglass's quest for freedom. After compelling and continual praise from Garrison and Wendell Phillips in the Preface to the Narrative, Douglass begins his story immediately addressing the ignorance expected from slaves. They were not allowed to know their ages, they were often taken from their mothers at a very early age. Even Douglass admits that upon his mother's death, it meant nothing more to him than the death of a stranger. From a very early age, Douglass felt the need to learn. He recognized that a major distinction between slaves and their white masters was education. He recalls his master saying that education could do him (Douglass) no good, but instead â€Å"a great deal of harm. It would make him discontented and unhappy† (1776). At that moment, Douglass realized what he had to do to escape the bonds of slavery to achieve freedom. â€Å"These words sank deep into my heart, stirred up sentiments within that lay slumbering, and called into existence an entirely new train of thought† (1776). Diligently, Douglass learned to read and became an eloquent speaker. Upon his escape to freedom, the opportunity to share his experiences with multitudes of others that were unaware of the abilities of a Negro to think deeply and speak powerfully opened up. He led a revolution of thought and made available to the public a new perspective on universal and all-inclusive humanity. In addition to education, violence also played an important role in Douglass's efforts to prove himself an equal. He offers disturbing accounts of starvation and depravation of the most essential things in life. Numerous descriptions of violent beatings that were indicative of any given day on a plantation drew sympathy from those who read the Narrative. Douglass's stories offer a view of the brutality of slavery that was rarely seen or heard in that time, especially from a black man. His descriptive and graphic words grabbed hold of the hearts of readers and listeners. Douglass used his personal experiences, as painful as they were, to inspire a revolutionary new idea: the idea that Negroes were as capable (if not more capable to be able to endure those methods of punishment) as the whites. To Douglass, education would bring him out of oppression, and the violence he witnessed and endured left him no choice but to escape from that oppression. In his Narrative, the visual imagery of emaciated slave girls fighting for offal thrown into the street and women being beaten until too exhausted to even stand provided a foundation for events as critical as the Emancipation Proclamation. He showed courage beyond that which was called for by standing, as a former slave, against those who would oppress a person because of the color of their skin. His narrative is powerful and moving and it a cornerstone of the civil rights we have today.

Reasons for Iraq War

Reasons for Iraq war There are many reasons for the cause of the Iraq war. The Iraq war took place in the early 2000’s. Many people died and it was a very brutal war. The Iraq war has many reasons to why it started; weapons of mass destruction, terrorism and nationalism. Those are the main reasons for what happened in the early 2000s known as the Iraq war. In March 2003, the people of the United States and its allies around the world launched an attack in the Middle East on the country of Iraq.The United States believed that Iraq possessed weapons of mass destruction (WMD). This included but is not limited to chemical, biological, nuclear and explosive weapons that could be used to kill numbers of people. Not only did the US need to prevent Hussein from using these weapons but also needed to insure the weapons and technology would not be passed on to terrorist groups. The main purpose of this invasion was to remove the countries brutal a d dangerous dictator, Suddam Hussein.Th e roots of struggles in Iraq dated back hundreds of years and many historical events compiled together to create the rising tensions between the world and Iraq. In response, the United Nations formed a coalition (a temporary union between multiple counties to achieve a common goal) to over throw Suddam Hussein. Arab members of the coalition like Saudia Arabia and Egypt did not support a total invasion on Iraq. Suddam Hussein continued to defy the UN insurmountable pressure to disarm the Iraq begins to take place and has a devastating effect on the people of Iraq. Because of suddam Hussein brutal repression of his people, the US and its coalition allies establish no fly zones. These prevented Iraq from flying aircraft over northern and southern areas of the country. US fighter jets patrolled the no fly zones Suddams military from attacking, thus protecting people â€Å" (pg 189) Blix) Iraq’s struggle to break away from its ruler, king Hussein created a divide amongst its peop le. Iraq’s struggle for nationalism created a divide amongst its people.

When You Shouldnt Go Global

Running head: VETTING GLOBALIZATION STRATEGIES When You Shouldn’t Go Global; Vetting Globalization Strategies Table of Contents Executive Summary †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 Case Overview †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 SWOT†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Situation Analysis†¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7 STAB Principles †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 8 Christian Values †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦. 13 Recommendations †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5 References †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 17 Executive Summary It has been argued that companies who have experienced some level of failure when trying their hand at cross-border ventures have simply attempted the leap under misguided information. It is argued that such failures are in direct result of inadequately vetting their globalization strategies. We offer an in depth discussion surrounding the globalization issue and the necessary strategies, followed by recommendations we believe could help reduce the prevalence of globalization failures. We open our discussion with a 2008 case study urging the company considering globalization to ask themselves a series of revealing questions. Providing real life examples, we go on to highlight several underlying pressures and challenges often associated with the process of globalization. An analysis of the strengths, weaknesses, opportunities and threats, often associated with a firm who is not prepared for globalization, is performed. The often intimidating global climate and several mixed assumptions surrounding globalization are discussed across a multitude of service industries. We continue by presenting three of Sun Tzu’s principles, as cited in The Art of Business, as we argue ways in which they are instrumental to any successful globalization venture, providing examples of firms who have historically and successfully applied the three principles. Several Christian values and how they are intertwined within the structural framework of a successfully globalized firm mentioned, noting the importance of a functional mission statement and several key characteristics to be explored before attempting the cross-border venture; ensuring global readiness. Finally, we offer several recommendations that we conclude are vital in addressing globalization preparedness, suggesting that with additional research, insight, and after fully vetting the related risks and rewards, the frequency of globalization failures would be significantly reduced. Case Overview Marcus Alexander and Harry Korine (2008), argue that many companies do not take the time to ensure that their globalization strategies were not â€Å"deeply misguided. † Believing that many of these failures could be avoided, Alexander and Korine (2008) recommend the company pondering globalization ask themselves three questions: 1. Are there potential benefits for our company? 2. Do we have the necessary management skills? and 3. Will the costs outweigh the benefits? Among the arguments made by Alexander and Korine is that which encompasses the pressures surrounding the globalization process. Alexander and Korine (2008), argue that companies going global in relation to various marketplace pressures are making serious mistakes, subsequently forced to undo their international investments, often involving the firing of senior management teams. Alexander and Korine (2002), offer up examples of failed strategies such as Dutch financial-services firm ABN Amro, Daimler-Chrysler, and AES – a U. S. based energy firm that despite operating in 29 countries on five continents, struggle to bring added value. The authors relate the struggles of deregulated industries to a â€Å"glocal† problem. That is to say that many â€Å"customer expectations, operating environments, and management practices of a globally standard service can vary greatly depending on location,† in example, citing the standardization of electricity flowing over power grids (Alexander & Korine, 2008, p. 107-109). Every industry has its own challenges with globalization. Issues within the service industry, such as Starbucks, for example, have been that profit margins are equivalent to about half of that which can be expected domestically. In the IT industry the protection of intellectual property rights has caused many companies to simply leave countries like India, while the failed integration of Daimler-Benz and Chrysler is a perfect example of a failed globalization strategy in the manufacturing industry (Alexander & Korine, 2008). In discussing some of the strategies that did work, such as GE, and Renault’s alliance with Nissan, Alexander and Korine caution against focusing on these success stories. Stating that that while many companies are planning rapid expansion, they are underestimating the management challenges. Their final point is that the landscape of players is very different than that of the global landscape of 30 years ago. Today’s successful global behemoths, according to Alexander and Korine (2008), are more diversified â€Å"both in type and international footprint. † Meaning, such companies possess a greater diversity in the types of subsidiaries they own and operating in more countries than ever before. SWOT Analysis – When you Shouldn’t Go Global Strengths Reduced financial, political, currency, and exchange risk- Foreign investment involves all of these risks. By refraining from foreign investment we avoid these risks. Simplicity of operations- Setting up and maintaining foreign investments complicate operations. Refraining from going global keeps operations more simple. Protection of intellectual property- It is very difficult to protect intellectual property in foreign countries. By keeping all activities domestic, one is adding a layer of protection to intellectual property rights. Weaknesses Loss of economies-of-scale and economies-of-scope- This according to Alexander and Korine is what is not being fully realized by going global, and therefore may not be that significant of an issue in many industries. Loss of first-mover advantages- Choosing not to go global may mean making the irrevocable choice to give up the first-mover advantage. This is usually a very small window and a one-time opportunity. Foregoing additional revenue sources- For a company that has no additional potential revenue sources domestically, going global may be the only opportunity to gather additional revenue. Foregoing market growth- For companies wishing to expand market reach, the choice to forego going global will limit their market penetration. Opportunities No financial investment- Refraining from foreign financial investment frees-up those funds for investment in domestic activities. No use of other resources- Refraining from going global frees-up all resources (human, etc. ) for use in domestic activities. Threats Loss of market share to competition- Should one’s competition be successful in going global, they may be able to offer similar products at much lower prices thus forcing you out of the market. The competition may also offer superior products at higher prices, and capture the market, via the use of superior technology. Loss of talent to competition- In many fields, such as high tech and engineering, the worldwide competition for talent is fierce. Failure to go global often means failure to secure talent. Loss of learning opportunities- Since globalization can take the form of joint ventures. There is also the threat of the loss of learning from a joint venture partner that should be considered. Situation Analysis Since the seventh century business have possessed the desire to operate internationally however, those considered truly global, did not start appearing until the past century. With growing stories of globalization successes, follow just as many testaments to failures. Despite the growing number of failed attempts the overwhelming pressure to conduct the ultimate border-less business has become increasingly enticing. Most large companies founded 20 years ago feel battered by numerous external forces pushing them towards globalization. Driving forces such as the removal of political and regulatory barriers to global trading and investment and the ability to conduct business 24 hours a day from anywhere in the world, draw these business behemoths one step closer to customers in emerging economies (Alexander &Korine, p. 106). Deanna Julius (1997), lists in her article titled Globalization and Stakeholder Conflicts; a corporate perspective), three primary, macro-level forces, driving the need for change as; how companies are organized, how goods and services are produced and how they are bought by and delivered to customers. Alexander & Korine (2008), mention that while many of the companies that have rushed to globalization have benefited, or at the very least have not suffered irreparable damage, some are witnessing major fallout from the move. The authors suggest that while companies often fail from misguided global strategies and an unanticipated level of execution, they could have avoided such failure by seriously addressing if potential benefits even exist in going global, if their management possess the necessary skills and the most logical one, will the costs of going global outweigh the benefits? Alexander & Korine (2008), argue that most companies fail to ask themselves these questions due to previously held false assumptions regarding the virtues of globalization and seduction from the stock market. As previously mentioned, deregulated industries such as those who provide water, power, and mail service are among those experiencing global failure. Alexander & Korine (2008), suggest that deregulated industries are operating under the misguided assumptions as well. The greatest assumption being that, going global will save them money, given they will be sharing resources across their international operations. When in reality, the costs to enter the foreign markets end up outweighing the assumed benefits (Alexander & Korine, 2008, p. 107). Managerial fads are suggested to undermine rational behavior from within a company, thus resulting in sloppy thinking that distracts management from more imperative tasks associated with global success. Properly servicing global customers from a national perspective contributes too many failures given, much attention must be afforded to a mix or global and local factors simultaneously. Global manufacturing companies are said to fail due in part to the complexities related to the integration tactics necessary grow and compete better, resulting in costly delays and thus failures (Alexander & Korine, 2008, p. 110). STAB Principles Win All without Fighting – Capturing Your Market without Destroying It The goal of business is to survive and prosper over a long period of time. Sun Tzu, author of The Art of War, described the strategy in achieving this long term prosperity as an offensive one in which a company must take all under Heaven intact, â€Å"Thus your troops are not worn out and your gains will be complete (McNeilly, 1996, p. 11). McNeilly (1996), utilizing Sun Tzu’s principles in his book The Art of Business, adds that, by taking all under heaven intact you will capture your marketplace thus ensuring your company’s survival and prosperity. However, your desired markets must be defined as such and nothing less than commitment in achieving market dominance must be displayed (McNeilly, 1996, p. 1). Application of Sun Tzu’s principle, win all without fighting – capturing your market without destroying it, as cited in McNeilly (1996), has been useful to many of today’s leading companies, including global cement producer, CEMEX. Cemex’s CEO Lorenzo Zambrano has applied Sun Tzu’s technique when expanding his cement company in Mexico and abroad. By the year 2000, CEMEX had become the world’s third largest cement company. In Cemex’s quest for market dominance they switched to a strategy of growth through acquisitions. In the late 1980’s large firms were considering expanding their operations into Cemex’s Mexican territory. Realizing the imminent threat CEMEX decided to unify its Mexican operations by acquiring two of Mexico’s large cement producers, affording CEMEX access to Mexico’s central market and bolstering its exporting capabilities, making CEMEX Mexico’s largest cement producer and a threat not to be competed against. While CEMEX won all without fighting, they gained market dominance in Mexico, later fueling their geographic expansion (Ghemawat, 200, p. 155). Deception and Foreknowledge – Maximizing the Power of Market Information Foreknowledge, as described in Sun Tzu’s third strategic principle, is not projecting what will happen in the future, based on past occurrences or merely conducting a trend analysis. Foreknowledge and maximizing the power of market information is to; gain firsthand knowledge of your competitions strengths and weaknesses, know their capabilities, culture and mindset, and obtain a deeper understanding of who their decision makers are and what their future goals and plans are (McNeilly, 1996, p. 0). As Sun Tzu stated in The Art of War, as cited in McNeilly (1996), regarding foreknowledge â€Å"What is called foreknowledge cannot be elicited from spirits, nor from Gods, nor by analogy with past events, nor from calculations. It must be obtained from men who know the enemy situation. † In order for a company to succeed on a global scale not only do the ins and outs of their competition need to be understood and plotted against, they must also know themselves; their own weaknesses, strengths, people and plans as well as the market in which they will be entering. A corporation lacking this level of foreknowledge should reconsider entering global markets until they better know themselves and their competition. Before Wal-Mart swept our nation, Sam Walton gathered vast amounts of information on his competitors, large and small, before he ever brought competition to their territory. In fact, before Wal-Mart took on then behemoth value retailer Kmart, it was the smaller, local mom and pop retailers that were seized up. Walton learned about the smaller retailers value chains and distribution methods, through foreknowledge, he attacked their weakest points, where they could not afford to compete, in costs and deceptfully defeated them where they did not expect it; in their own small, rural towns. Defeating the smaller retailers gained Wal-Mart the necessary market share to then surround urban Kmart. Wal-Mart, knowing that Kmart’s operating costs was on average 5% higher than theirs attacked Kmart at its cost structure, and won. Kmart was just not able to get under Wal-Mart’s five point advantage in operating costs (McNeilly, 1996 p. 25). In 2009, after waiting for a new government with a more ‘hopeful’ political environment and a well paired partnership with local market-savvy grocery retailer, Bharti, Wal-Mart utilizes foreknowledge and deception to enter India’s market. Historically however, Wal-Mart has been unsuccessful in several global markets such as Japan due to their inability to adapt to local markets and tastes (Consumer Goods, 2009). As McNeilly (1996), notes in summary, you must learn everything you can about your competition, not merely the facts, but you must also learn about its culture, market, mindset and capabilities. Possibly additional foreknowledge in these areas could be of great use to Wal-Mart. Character Based Leadership – Providing Effective Leadership in Turbulent Times Character based leadership is not only desirable but it is an attribute than often separates the globally successful firms from the rest. When a company first tries its business hand and people skills at cross-border trading, most of the times are turbulent ones and without effective and transparent leadership, going global can quickly escalate from intimidating to downright terrifying. When we think of character based leaders, often people like Chrysler’s Lee Iacocca, Steve Jobs (Apple), The Snyder family (In-N-Out burger), Dan Cathy (Chick-Fil-A), Eric Schmidt (Google) and Jim Skinner of McDonalds come to mind, but McNeilly (1996) reminds us that not only are leaders of this caliber unique, they can also be hard to find. It is of no coincidence than that we can more readily recall companies operating under less than character based leadership, faster than those with it. Companies like Nike, BP, Exxon (Valdez Oil spill) and even Carl’s Jr’s current CEO Andy Puzder, come to mind. Sun Tzu stated in The Art of War, as cited within McNeilly (1996), â€Å"The general who in advancing does not seek personal fame, and in withdrawing is not concerned with avoiding punishment, but whose only purpose is to protect the people and promote the best interests of his sovereign, is the precious jewel of the state†¦few such to be had. McNeilly (1996) suggests that leaders of this caliber are desirable given they put the needs of others before theirs, they have strong and well developed characters. Becoming such a leader is not easy and will require much sacrifice to: â€Å"Build your character, not just your image; lead with actions, not just words; Share employee’s trials, not just triumph s, motivate emotionally, not just materially, assign clearly defined missions to all, avoiding mission overlap and confusion and the make your strategy drive your organization; not the reverse† (McNeilly, 1996, p. 119). Jim Skinner, CEO for McDonalds and winner of the 2009 CEO of the Year award is greatly admired and willingly followed by his employees around the world and thus a great example of a character based leader attributing to McDonald’s global successes. Skinner, who began his career with McDonald's in 1971 as a grill cook was named CEO in 2004, at a tumultuous time for the company. Skinner acted quickly to turn the company around and in result between 2004 and 2008 McDonald’s revenues climbed 41. 1 percent in four years, and net income jumped by 81 . 3 percent (Top Executive, 2009). The top nominees for CEO of the year are judged by such criteria as; leadership, integrity, ability to outperform and for their commitment to employees. It was no surprise to those who knew and worked with Jim Skinner that he had excelled in every category. After receiving the award, Skinner acknowledged the support his leadership team, along with the entire McDonald's system, stating â€Å"Together, our franchisees, employees and suppliers make up what we call our three-legged stool, we succeed only when all three legs of that stool are strong, aligned and performing at the highest levels† (Top executive, 2009). In closing, Skinner noted that while the challenges of leadership have grown more complex in the multifaceted business climate, holding fast to fundamental principals will serve today's global business leader well (Top Executive, 2009). The character based leader of today’s successful global firm provides effective leadership in turbulent times, Sun Tzu refers to this as ‘moral influence’ stating in The Art of War, as cited within McNeilly (1996), â€Å"By moral influence I mean that which causes people to be in harmony with their leaders, so that they will accompany them in life and unto death without fear of mortal peril. Skinner possesses moral influence among his employees, an important principle that will undoubtedly advance McDonalds in global markets around the world. Christian Values At the minimum, companies poised for global success, will adopt a mission statement. Ideally, these companies will have a statement of values. One organization that is not on ly global, but transnational – World Vision International has a statement of values that serves as moral compass in decision making and strategic planning. It states that WVI’s values are to â€Å"Bring a Christian, community-based, child-focused HIV and AIDS response, reflecting God’s unconditional love for all people and the affirmation of each individual’s dignity and worth† (World Vision International, 2009, p. 2). It is these types of clear statements of vision that removes the guess work from the Christian Business Praxis model. Additionally, companies need to look at the characteristics of their organization and the values their leadership possesses to determine whether or not the decision to global is in the best interest of the organization. Some examples are: Benevolence- For many organizations benevolence is the primary reason for going global. This was certainly the case of bicycle manufactures and APU alumni ACIRFA, who after going on mission to Africa saw a need for transportation and found a way to meet that need. Stewardship- Stakeholder theory, which seems to dominate most modern business decision making, indicates that it is unethical to go global without first considering the impact on all of your stakeholders. Clearly, one’s shareholders are his or her primary stakeholders. However, one must be mindful of the fact the fact that the organization is also the steward of its employees. And, to that end the organization has a duty to plan responsibly and minimize risk to those employees. As such, it is important for organizations to ensure that they are balancing potential profitability with the potential of not serving some of those under their care. Collaboration- This is a particularly useful skill if an organization is considering joint ventures. If, however, the organization has found that that the leadership of the organization or the organization as a whole is particularly weak in this area this is an indicator that a joint venture is not ideal. Integrity- The challenge associated with integrity (assuming that your organization possesses a great deal of integrity) is that one doesn’t know the off-shore partners and vendors one’s organization will be dealing with. New relationships will need to be established, and with that trust will need to be cultivated. Management skill- For every ounce of management skill it takes to manage domestically it takes a pound to manage off-shore. This is because there is an entirely new set of challenges and risks. There are language barriers in many cases. There are currency fluctuations, political risks, supply chain issues, and a whole host of challenges that one may not have realized existed even with extensive due diligence. Passion- The type of passion we are addressing here is the type associated with buy-in. If all members of the executive management team have not bought-in to the idea of going global it is going to be very difficult to have a great deal of success. Leadership must be passionate about going global. They must be excited, and they must be convinced that this is the future of the organization for global efforts to be successful. Preparation- Preparation is the key to success in going global. It may be fine to start out by simply exporting a few items. However, as demand increases, organizations will find that the need for strategic planning and preparation will also increase. Should a company wish to enter into either a joint venture, licensing agreement or build facilities off-shore, extensive due diligence involving outside consultants will be necessary. Zest- As we have suggested, going global is not for the faint-at-heart. Leaders have to be willing to take risks, and moreover leadership should invigorate others. Going global is not an easy task, great planning and preparation are integral. There will be many challenges and many hurdles and in many cases there will be more reasons to quit than stay the course. Therefore, zest is a prerequisite for going global. Recommendations Before making the decision to go global, heed Alexander and Korine’s advice, and ask three questions of your organization: 1. Are there potential benefits for our company? 2. Do we have the necessary management skills? and 3. Will the costs outweigh the benefits? The answers to those three questions will give the organization a starting point from which to determine if going global is in the best interest of the organization as a whole. Next, ask the operational questions- Is going global necessary for the growth and/or survival of our organization? Is globalization worth the various risks involved? Can effectively and protect our intellectual property in a cost efficient manner? Will the complications surrounding operations be overwhelming? What do we stand to lose if we don’t go global and if we don’t who within our competition will? What possible ramifications exist at the expense of not going global? Are we losing out on a learning opportunity by not going global? Is there unsecured talent out there that we may miss out on by not going global? Then ask the company, how much the above is worth in terms of opportunity cost? If we don’t utilize our time and resources in going global, how then will we allocate said resources to growth? Then ask your company the values questions- Is going global a responsible and ethical management decision? Can we trust that we will find people of integrity in the global economy to do business with and if so, do we possess the necessary passion and zest to be successful at such as risky cross-border venture? In addition, have we well prepared, and will we continue to be, throughout every step of the process? After asking the above questions we recommend conducting a detailed SWAT analysis where all possible risks and rewards involved with going global are fully vetted, then establish that all Christian perspectives are clear and present and finally, if the decision to go global is made, go forward while applying Sun Tzu’s Art of Business principles. In conclusion, Alexander and Korine (2008), suggest that we should not expect the influx of globalization failures to stop or improve any time soon. Making the valid point that, companies in a variety of industries will continue on in their reckless pursuit of global strategies, activists will continue to cause change and disruption and less than character based leaders will stand behind flawed globalization strategies, all the while, customers will always be demanding select attention. While it is undeniable that globalization is a seductively daunting opportunity with promises of increased power and unlimited benefits looming about the mere thought and that while even the best and brightest leaders, heading up the most well prepared companies may eventually succumb to its pressures, make the cross-border transition and possibly fail at it, keep in mind- sometimes to fail is necessary to succeed. References Alexander, M ; Korine, H. (2008). When You Shouldn’t Go Global. In Bartlett, C. A. ; Beamish, P. W. Transnational Management- Text, cases, and readings in cross-border management. 6thed. p. 105-112). New York: McGraw-Hill Irwin. Consumer goods: Wal-Mart cashes in. (2009). Business India Intelligence, 16(12), 3-4. Retrieved from http://search. proquest. com Fraser, R. (2006). Marketplace Christianity: Discovering the kingdom purposes of the marketplace. 2nd ed. Kansas City: MO: New Grid Publishing. Ghemawat, P. (2000). The Globalization of CEMEX. In Bartle tt, C. A. ; Beamish, P. W. Transnational Management-Texts, cases and readings in cross-border management, 6thed. (p. 146-166). New York: McGraw-Hill Irwin. Julius, D. (1997). Globalization and Stakeholder Conflicts: A corporate perspective. International Affairs (Royal Institute of International Affairs 1944-). Globalization and International Relations (Vol. 73, No. 3, p. 453-468). McNeilly, M. (1996). Sun Tzu and the art of business: Six strategic principles for managers. New York: Oxford University Press. World Vision International. (2009). Global hope initiative annual report 2009. Retrieved from http://wvi. org/wvi/wviweb. nsf/0CF6565756AEA942882575590061CEAC/$file/ Hope_Annual_Report_Exec_Summary_2009. pdf 2009 chief executive of the year. (2009). Chief Executive, (242), 68-70. Retrieved from http://search. proquest. com/docview/212098908? accountid=8459