Welcome to the Flight Deck
The Human Dimension of Globalizing Mid-Caps - as Seen by their Leaders

This report is your personal invitation to enter the Flight Deck of today’s globalizing mid-caps. To hear what C-suite leaders are confidentially revealing - in their own words.

  • It is a deep exploration of the world of globalizing mid-caps.
  • Based on 83 in-person interviews with c-suite leaders from every continent, at top levels.
  • Our focus - the human element
    • Talent Management
    • Culture and its implications for performance
    • Board Governance

Selected Findings

Globalizing mid-caps…

  • 1. Take an ambitious, long-term view.  Growth and globalization are high on the agenda, fuelled by stretch targets, sheer determination and a sense of ‘no limits’. 
  • 2. 79% are studying the successes and failures of other companies  Growth and globalization strategies, culture, human capital development, innovation and entrepreneurship. But 21% have no role model and several believe themselves to be unique. 
  • 3. May well have a successful international business. Yet only 9% feel truly ready for globalization.
  • 4. Are critically concerned by managerial and cultural capacity for globalization.  These closely follow concerns regarding global operations and production, market, economic and trading conditions.  
  • 5. Display 3 winning factors positioning them to win customers and talent:
    • Freedom  FREEDOM: key functions and talent are given space to shape the organization. 
    • Connectivity  CONNECTIVITY: Boards have their finger on the pulse of the business, know the key market players and customers. Talent is involved in innovation, learning informally, moving across functions, divisions and geography. 
    • C-suite stewardship  C-SUITE STEWARDSHIP: mid-cap leadership means proximity, articulating the mission in person. Many value their human touch: engaging in direct customer contact, directly stimulating innovation, entrepreneurship and talent development 
  • 6. Balance local autonomy and corporate influence.  To reconcile consistency and agility, they are centralizing processes and functions, and decentralizing decisions, particularly to market-facing areas.  
  • 7. Have powerful employer branding factors for leadership talent.  We see high-visibility, internal talent pools, mobility between functions, divisions or geographies, competitive financial incentives and world-class learning and development. 
  • 8. Are ideally positioned to be innovation and entrepreneurship champions.  Manageable size plus global reach can enable broad-based innovation, spanning products, processes and markets; networks characterized by intensive cross-border information exchange, the freedom to experiment, fail and learn in local markets - and quickly transfer the learning. 
  • 9. Are busy tailoring their Boards for globalization and growth.  CEOs and Boards manoeuver freely, while being positively challenged by objective, independent voices. Board composition is shifting to reflect globalization – via national, functional, and sectoral diversity. 


Chapters 1-4

View From
30,000 Feet

 Growth and globalization are high on the agenda, fuelled by stretch targets, sheer determination and a sense of ‘no limits’. 

Chapter 5

Management at
Top Levels

 Powerful employer branding factors to attract talent 

Chapter 6

Culture and its
Implications for

 Innovation and entrepreneurship champions 

Chapter 7


 Mid-cap Boards tailoring themselves for globalization and growth 

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