To manage enablement across 180 markets, Lenovo avoids a purely centralized or decentralized model. Instead, they focus on "harmonizing" foundational elements like customer data centrally. This creates a unified, reliable data layer that then empowers local teams to execute culturally relevant enablement programs effectively.

To accelerate AI adoption, Block intentionally dismantled its siloed General Manager (GM) structure, which had given autonomy to units like Cash App. They centralized into a functional organization to drive engineering excellence, unify policies, and create a strong foundation for a company-wide AI transformation.

To ensure governance and avoid redundancy, Experian centralizes AI development. This approach treats AI as a core platform capability, allowing for the reuse of models and consistent application of standards across its global operations.

Decentralized acquirer Amitech maintains a central team of "black belts," who are experts in operational excellence. These specialists are deployed to subsidiaries to run "Kaizen events," helping them eliminate waste and improve processes. This model combines the autonomy of decentralization with the benefits of centralized expertise.

Amphenol runs as a federation of autonomous business units. This structure is key to its M&A success, as acquired companies retain their brand, culture, and customer intimacy. Sellers prefer Amphenol because they know their business won't be suffocated by a monolithic corporate hierarchy.

Nestle avoids a rigid top-down approach by fostering a "hive mind" mentality. While a global strategy exists, local markets like Brazil and Mexico have autonomy to adapt to their unique cultures. The key is constant cross-market communication, where teams share successes and failures to ensure everyone evolves together.

While Experian's tech CEO aims for consensus, he makes final decisions based on a clear hierarchy of principles. He will override his team's recommendation if it compromises a core value like security, even if their choice is more economically sound.

To prevent redundant work and enforce standards in its federated tech organization, Experian runs a monthly 'Technology Executive Board.' Chaired by the tech CEO, this forum brings all CTOs together to disclose roadmaps and align on shared platforms.

A one-size-fits-all approach stifles innovation in global companies. To build trust and adapt effectively, leaders must empower local teams with decision-making authority. This respects crucial market-specific cultural nuances and consumer behaviors.