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International footprint choices should be treated as strategic capital allocation, not incremental country launches. The conference argues for a portfolio approach driven by client demand and talent access, supported by hub-based delivery and shared services.
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Global operating conditions are less predictable; resilience matters as much as growth. Reframe footprint decisions around risk diversification, delivery resilience and strategic optionality. Fewer reactive moves; clearer trade-offs between relocate, expand, or double down.
Expansion is a multi-year bet; short-term volatility can distort decisions. Prioritise countries where you have client pull, talent depth, and strategic adjacency to priority sectors. A coherent footprint roadmap that reduces concentration risk and improves go-to-market focus.
Legal, cultural and market differences can break “copy-paste” models. Set global standards (governance, processes, KPIs) while empowering local leaders to adapt the proposition and execution. Faster market embed, stronger accountability, and less friction between HQ and geographies.
Without industrialised delivery, firms duplicate effort and dilute margin across countries. Build hubs/shared services and centres of excellence; standardise tools and resource management to enable cross-border staffing. Better utilisation, quicker scaling, improved consistency, and smoother integration of acquisitions.
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