Texas Health Exchange Plans

Texas Health Exchange Plans

In the future, HR will need to create models and processes for attaining global agility, effectiveness, and competitiveness. As Joe Miraglia, former vice president of Motorola, has said. “What does it really mean when 75 percent of our Texas Health Exchange Plans profit is outside the U.S. and 60,000 people are outside the U.S.?”

As the world becomes smaller through telecommunication, travel, information, ideologies, and partnerships the global village is no longer on the Texas Health Exchange Plans horizon: It is here. Globalization can be characterized though comparison, with and industry rapidly consolidated from more than one hundred carriers to just eight (at least two of which are in financial difficulty), serving 80 percent of air travelers. While this consolidation was dramatic, the next phase of the industry’s evolution– with global consolidation– may be more so, as USAir partners with British Air, Northwest with KLM, Continental with SAS, and so on. It seems safe to predict that in another 10 years, a mere eight carriers worldwide may constitute 80 percent of the Texas Health Exchange Plans. Similar patterns exist or will soon emerge across almost every industry, including automotive, lodging, banking, securities, equipment, and education.

Effective global competition requires more than creating a product in a home market and shipping it as is to new markets. It requires a complex network of Texas Health Exchange Plans centers of excellence that draw on technologies invented in on locale and shared worldwide: rapid movement of products, people, information, and ideas around the worlds to meet local needs; and management of the paradox of global economies of scale and local responsiveness. It requires a global mind set and a local commitment: Thinking globally but acting locally. Another issue looming for global business is the uncertain politics of Texas Health Exchange Plans. Those raised in Western cultures often take their democratic political processes as standard. Western rules do not necessarily apply, however, in countries where political party, or even uprisings and revolutions, family, a single dominant political realities constitutes a new global challenge for many Western firms.