Three Questions to Guide Global Success

Where are we now? Where do we want to be? How will we get there?

What if the questions you ask could reshape your business strategy and position your company to be the global market leader?

This notion underpinned a strategic framework I learned while working at the Geneva-based International Trade Centre, a joint agency of the WTO and UNCTAD. Led by Anton Said, the section chief, our team designed National Export Strategies with low- and middle- income countries. I first encountered it in Romania, travelling from Bucharest to Timișoara and Pitești, facilitating strategy workshops to catalyse socio-economic growth in the country.

The strategy design process was developed to engage local communities in pinpointing the most viable sectors for development. This strategic engagement was a key driver to get multi-stakeholder inputs that would diversify local economies, enhance foreign revenue through exports, attract international investment, advance value chains, and support closing gender gaps to provide economic opportunity. The diversity of stakeholders involved - ranging from government officials to local business and landowners, in some countries around the world required interpreters to bridge communication gaps. The need to be clear and invite stakeholder engagement was essential.

At the heart of this strategy process were three pivotal questions:

1. Where are we now?

2. Where do we want to be?

3. How will we get there?

These questions formed the backbone of the strategy process. The high-level responses provided context that guided market intelligence gathering, research, validation processes, and, ultimately, stakeholder agreement. Starting with a blank slate, these inquiries facilitated alignment and collaboration, enabling the design and buy-in of clear and compelling strategies.

Yes, these questions are simple. Today, they remain valuable for business leaders to prioritise in a complex global business environment. With an expanded worldview, adopting a global perspective becomes an essential strategic lens.

A global perspective is crucial given the interconnected nature of the world. The most significant trends, technologies, and threats increasingly originate beyond where we live or the most powerful cities in the world.

The Global Perspective

“Where are we now?” for today's business leaders, adopting a global perspective, requires a nuanced understanding of both local and global market dynamics, influenced by rapid technological advances, regulatory changes, and geopolitical shifts. This extends beyond our internal strengths and weaknesses.

Expanding this question prompts leaders to evaluate their current position within a dynamic and competitive market landscape. An assessment can be made across the eight dimensions of the global business environment. This includes evaluating what we sell, where we sell it, and to whom; understanding the platforms used for promotion; recognising how shifts in technology and competitors impact us; considering the influence of socioeconomic trends and regulations; and assessing the roles of investors, advisors, talent, and community.

“Where do we want to be?” is no longer solely about achieving growth through traditional means, which may have involved business models or operations anchored in the physical world, aimed at zero-sum, winner-takes-all outcomes, or relied on a strategy of low risk and low diversification. Here, we are invited to envision our most ambitious global goals.

Answering this question today demands a strategic vision that taps into emergent possibilities. It might embrace emerging technologies and sectors such as green technology, AI, and digital services. This signifies a shift from a straightforward growth trajectory to a more innovative and diversified approach. It involves examining the eight dimensions of the global business environment and posing critical questions: What could we become in the world? What would we be if we ruled the part of the world that matters most to us?

“How will we get there?” when adopting a global perspective, the focus shifts to leverage. We aim to achieve more with less. It’s crucial to question conventional constructs and conditions for success to determine if they remain relevant and viable for guiding strategy execution. Given the interconnected nature of the world, we can access and utilise people, platforms, technology, and more in new and easier ways. Key questions to consider when adopting a leveraged strategy to reach the desired destination and close gaps include: Who do we know? What do we know? How do we work?

Questions to Rule the World

The interconnectedness of the global economy means that borders are transforming from barriers into bridges, offering both new opportunities and complex challenges.

Leaders seeking to be less reactive to trends, technologies and threats that originate from anywhere in the world need to be adept at managing risks and leveraging opportunities as they emerge.

The ability to envisage a future beyond traditional boundaries is a challenge many leaders face. As the famous quote says,

“We cannot direct the wind, but we can adjust the sails.”

My book, Questions to Rule the World: Challenge the Old, Embrace the New, Achieve Next-Level Success, is designed to assist leaders in this way. Inspired by early career frustrations with narrow-minded thinking, I know the power of strategic questioning.

The book sets out 100 questions across three key sections, challenging leaders and their teams to critically evaluate the status quo, identify core values, and craft strategies for sustainable success.

This strategic approach is inclusive, actionable, and forward-thinking, vital for navigating today’s complex business landscape.

Read more about Questions to Rule the World here. The book can be purchased here.

Three questions to you:

1. Where are you now?

2. Where do you want to be?

3. How will you get there?

I’d love to know.