In respect of doing business internationally, a case of Grupo Financiero Inverlat

is of interest. It reveals the history of a Mexican bank being managed by

Canadian specialists (from Bank of Nova Scotia) after investing in it and finally
buying 54 percent share. Managers from Canada had a couple of challenges to
face. The bank they came to required changes. “…the years of stagnation under
nationalization had created a bank that had failed to create a new generation of
bankers to reflect the changing times,” states the Case Study (Rowe, Guerrero,
426). Thus, restructuring and staff changes were inevitable. If I were in the upper
management team of BNS, I would do the following.

Firstly, I would carefully study the history of the company where I am going to
work. It is necessary to know the background of the business you are entering.
When restructuring is coming, staff reduction is one of the matters that scare
workers. As a manager, I would try to avoid mass dismissals, at least within the
first year of changes. I find it crucial to give people an opportunity to work under
new management and show their abilities in the modified conditions.

Secondly, an essential moment in the life of a manager in a foreign country is

hard work, and it is necessary to be well-prepared for every meeting. It
presupposes the knowledge of business peculiarities of the country,
understanding local laws, and ethics. When a manager is open to
communication, is ready to listen and learn, his or her chances to succeed in new
conditions are apparently higher.