nizations need to develop relationships with their interest groups and manage these relationships well in order to create efficient and productive networks. Internally, this means that organizations with high organization structures will have to flatten their pyramids and implement cross-functional ways of thinking. One organization that has successfully adapted to cultural barriers is Global Tech of Des Moines, IA. According to there founder and CEO, Mike Shojaat, “We provide service beyond expectation. Our focus is always service, service, service. It doesn't matter if you're global or domestic. You have to serve the customer." (Des Moines Business Record). Going from Des Moines, Iowa, to the rest of the world takes building infrastructure, getting together the right people and understanding the various countries' cultures. As for infrastructure, Global Tech has alliances with companies based in Europe and Asia, which gives Global Tech access to an additional 700 consultants. Global Tech also employs a diverse group of people: Indian, Yugoslavian, Russian, French, Nigerian, Pakistani, and Iranian. Having that many different cultures represented in a single company helps when going out around the globe. Global Tech management believes that recognizing differences in cultures is crucial to global business. For instance, Shojaat feels the culture of Southeast Asia is different than in Europe or in the United States. In many Asian countries business relationships take cultivating. It's not a one-meeting-handshake deal. It can take upwards of a year before the relationship is mature enough to start talking real business (Des Moines Business Record, 2001). Conclusion and Summary As evidenced by advancement in technology, communications, and simple observation, one can deduce that not only conducting business globally is a reality, it is a necess...
