The success of global business organizations depends upon the utilization of opportunities unleashed in the emerging markets of the world. There was a time when multinational corporations (MNCs) were complacent and earned enough surpluses for their commanding positions in developed and other selected countries. Emerging markets provide ample opportunities in business, as they have a large demand base of various products along with large populations who have increasing purchasing power. The emerging markets have become known as suitable and reliable suppliers of a wide range of goods and services. A large number of global players are also emerging from these markets, forming a new breed of global organizations. The opportunities in these emerging markets are creating an environment of business where skillful manpower and other logistics support are available. Despite larger economic potential, the MNCs and other global organizations find various obstacles in emerging markets. This article explores alternative strategies in order to thrive successfully in an environment of emerging markets.

The existence of the multi-generational workforce poses unique challenges to today’s business environment. A lack of understanding regarding generational differences contributes to conflict within working relationships, lowers productivity, and increases turnover. More seasoned staff can become frustrated by a seemingly aloof younger generation. Younger staff can become disenfranchised with entrenched hierarchal structures. Moreover, those employees stuck in the middle can become frustrated with everyone. A key to thriving within this blended workforce is to raise your client’s awareness about members of the other generations. This article presents practical information on building multi-generational awareness in areas of shaping influences, differing expectations, and leveraging the potential of working in today’s diverse work environment.

According to the December 2006 issue of Training and Development, American corporations spent approximately $109 billion dollars on corporate training in 2006; however, their estimates also suggest that as high as 90% of all training dollars fail to achieve a positive return on the bottom line. While historically entrenched in modern organizational life, corporate training initiatives prove they are no longer sufficient for HR development since they do not motivate employee learning or teach employees how to learn. In today’s dynamic, interconnected, and global environment, on-going, experiential, and organization-wide learning is paramount for sustained competitive advantage. Outdated training methods must now give way to newer and more effective learning models, like coaching, that are better suited for continuous learning, organizational adaptation, and individual behavioral change needed within post-modern organizational contexts. Despite training’s previously cited shortcomings, it will still have a place in organizational life; yet, it is unlikely it will remain the primary vehicle of development it once was.