It could be argued that capitalization is largely reliant on how organizations transform themselves. Global-local matrices of productivity in foreign markets are seductive to multinationals seeking profit; yet the capacity of those entities to ‘think’ at the local level is often null in the face of cultural difference. The development of cultural intelligence (CI) as a core competency in business analysis illustrates the effect that multinational enterprises have had on change management strategies in the last several decades. Cultural intelligence (CI) is now a requisite element in business development models. Companies seeking lean and agile solutions use CI in alignment with other forces to strategic growth.
Globalization discussions since the 1980s have predicted that organizations will be forced to rethink change in continuity with flexible accumulation and rapid innovations in technology and cultural response. Indeed, the centrality of CI to profitability is evidenced in both horizontal decision making processes across systems, as well as vertical leadership principles and practices. The proliferation of CI in cross cultural management training programs exhibits how dialogue establishes “interpretation” of cultures, and creates consensus about the “how” and “why” differences in cultural values persist. The benefits of CI in the workplace and incontrovertible, as organizations build capacity through hire experts from the around the globe.
It's All About Culture (2009) looks at global human resource development and consumer business engagement as the rationale behind the incorporation of CI models in organizations. If the culture of the workplace is shaped by its stakeholders, the exceptional value of CI in conflict management.