Why Global Products Change from Country to Country

Walk into a supermarket in Amsterdam and then into one in Philadelphia, and you’ll notice something curious. The detergents, shampoos, and dish soaps look familiar, but not quite the same. Some brands carry different names. Others use alternate colors. Look closer, and even the formulas inside the bottle may vary.

This isn’t a coincidence. It’s a distinct strategy. Global consumer packaged goods (CPG) companies carefully adapt their products for local markets. The reasons are practical, cultural, and financial, and these choices have a ripple effect on profitability, complexity, and growth.

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In today’s global economy, business doesn’t just run nine-to-five—it runs twenty-four-seven. Projects don’t pause when the sun sets in one region; they simply shift to another time zone. For leaders, this nonstop reality brings not only challenges of balance and stamina, but also enormous opportunities to create efficiency, protect margins, and strengthen cash flow.

The refrain has become all too common. Anytime you ask a colleague, customer, or someone you are meeting for the first time how they are doing, the answers all seem to be the same:

• “It’s been crazy.”
• “I’m so exhausted from working extended hours.”
• “It just doesn’t stop.”

For many professionals, the days never seem to end as work bleeds from Europe to the U.S. to Asia. Colleagues I speak with,  and I can personally attest to it, often log 16–18-hour days that transcend multiple time zones.

Much has been written about how to cope with this phenomenon from a health or leadership perspective. But not much has been written from a business acumen perspective: What are the operational, financial, and strategic implications of a global workforce stretched across time zones?

Here are five best practices leaders should know about working across multiple time zones.

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 Three Big Learnings from Q2 Earnings Calls - Part Three

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Three Big Learnings from Q2 Earnings Calls - Part Two

In Part One of this series, Valuations and Market Capitalization,  we explored the first of three key themes I’ve observed after completing twelve Decoding the Earnings Call (DTEC) sessions for Q2 2025. These sessions span industries from specialty chemicals to pharmaceuticals, high tech, and professional services, and they all share a common goal: helping leaders connect financial results, strategic execution, and market realities.

The DTEC workshop is a business acumen masterclass that builds on the skills participants develop in our simulation-centric training programs. By examining what Wall Street is saying, how executives deliver their quarterly story, and what the numbers reveal, participants learn how to spot patterns, evaluate trade-offs, and link business choices to shareholder value.

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Part One of Three

Valuations and Market Capitalization

This week, I will complete my twelfth Decoding the Earnings Call (DTEC) session for Q2 2025, working with a diverse portfolio of clients across industries, including specialty chemicals, pharmaceuticals, high tech, professional services, and more.

The  DTEC workshop is a business acumen masterclass designed to help learners apply the skills they’ve gained in our simulation-centric training programs. A typical session includes:

• An overview of what Wall Street is saying about the company
• An analysis of how executive leaders are delivering the message and results for the quarter
• A deep dive into the “story behind the numbers” by letting the financials speak for themselves

Participants learn to listen for strategic clues, spot execution strengths or gaps, and connect market performance to business decisions.

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