Stakeholder management is one of the biggest challenges faced when running a global fleet. The decisions you make will impact many departments, such as procurement, human resources, sales, operations and finance, in every market you cover.
Global Fleet: Shared Values
The challenge of bringing different countries and stakeholders together is achievable through the promotion of company mission, culture, and values. Using these unifiers as a starting point will naturally craft the culture of your global fleet and ease collaboration between stakeholders since everyone is ultimately working toward the same goal.
Fleet Segment Differences
Each market is indeed specific. Often in a global organization, fleet segments are run in a specific country, by local drivers, on local roads, for a specific usage and are subject to local taxes and legal requirements. Acknowledge these factors with your stakeholders when necessary to assuage concerns and show you’re keeping their priorities top of mind.
Unite Your Fleet Under A Global Mission
Each stakeholder will have an idea of how a fleet should operate according to their objectives. If the overarching global vision is not shared and communicated, it could lead to strong resistance at the local level.
Six Culture Pillars For Fleet Unification
Here are six common company culture pillars you may identify as strategic goals:
- Outsourcing manageability
- Innovation, disruption, and mobility
- Benefit perk attractiveness
- Aggressively low cost
Selecting one to three of these items—or by creating your own—does not mean you would neglect other strategic goals or that you have to be at the same level, in every market. But keep in mind that you are sending a signal to your stakeholders that you want to outperform the market in each country in this specific field. You should have clear and simple key performance indicators attached to the items you use to measure achievement and identify different improvement strategies for a particular market or region. If you set a clear global strategy with one to three priorities, you leave room to address additional regional or local objectives. For example, having a mobility solution in place may not make sense for your entire company as a global strategy but it could work in particular markets like France or Belgium.
Keep your global vision top of mind and you’ll have content and productive stakeholders.