GHI, an international service conglomerate, recently acquired a new subsidiary in an Asian country. A new information system was planned to facilitate the re-branding of the subsidiary. The project was outsourced to an application service provider through a consultant. A functional manager from another subsidiary in the country was assigned to assist the development of specifications. The customized information passed numerous benchmarking tests, and was ready for implementation. At that point, it was discovered that the native users at the rural location of the new subsidiary could not comprehend any of the user interfaces programmed in the English language. A depressed local management team, with a depleted technology budget, must reinvent all operating procedures dependent on the new information system.

Global organizations (GOs) rely on global IT teams to remain competitive and link global operations. The Global Organizational Fit Pyramid can facilitate decision making when selecting global IT team members and GO personnel for international team assignments. The Global Organizational Fit Pyramid provides a hierarchy of five decision levels to consider when putting together global IT teams. Level one: global status factors involves decisions regarding large-scale issues such as nationality, religion, and legal rules. Level two: social rank factors involves social background or history issues. Level three: experience factors involves experiences including work history. Level four: credential factors involves issues such as educational history and professional credentials. Level five: individual factors involves individual characteristics including physical, personality, and even emotional traits. The Global Organizational Fit Pyramid can be useful for selecting global IT team members. The Pyramid also may be applicable to other global team and HR-related decision-making issues.

GHI, an international service conglomerate, recently acquired a new subsidiary in an Asian country. A new information system was planned to facilitate the re-branding of the subsidiary. The project was outsourced to an application service provider through a consultant. A functional manager from another subsidiary in the country was assigned to assist the development of specifications. The customized information passed numerous benchmarking tests, and was ready for implementation. At that point, it was discovered that the native users at the rural location of the new subsidiary could not comprehend any of the user interfaces programmed in the English language. A depressed local management team, with a depleted technology budget, must reinvent all operating procedures dependent on the new information system.

GHI, an international service conglomerate, recently acquired a new subsidiary in an Asian country. A new information system was planned to facilitate the re-branding of the subsidiary. The project was outsourced to an application service provider through a consultant. A functional manager from another subsidiary in the country was assigned to assist the development of specifications. The customized information passed numerous benchmarking tests, and was ready for implementation. At that point, it was discovered that the native users at the rural location of the new subsidiary could not comprehend any of the user interfaces programmed in the English language. A depressed local management team, with a depleted technology budget, must reinvent all operating procedures dependent on the new information system.

GHI, an international service conglomerate, recently acquired a new subsidiary in an Asian country. A new information system was planned to facilitate the re-branding of the subsidiary. The project was outsourced to an application service provider through a consultant. A functional manager from another subsidiary in the country was assigned to assist the development of specifications. The customized information passed numerous benchmarking tests, and was ready for implementation. At that point, it was discovered that the native users at the rural location of the new subsidiary could not comprehend any of the user interfaces programmed in the English language. A depressed local management team, with a depleted technology budget, must reinvent all operating procedures dependent on the new information system.