Global operating models are showing signs of strain at many companies. Research by our colleagues suggests that globalization can take its toll on organizational health: high-performing global companies often struggle to set their direction or to coordinate and control operations effectively.¹ Part of the problem is the fine line that organizations must toe between driving common processes across regions to promote efficiency and allowing tailored offerings that match the needs of local business units and functions. That push–pull can lead to unwieldy operating models as leaders strive to manage diverse business interests and competing priorities.