Mastering international decisions can enhance every aspect of the organisation, exposing people to new ideas and approaches as well as gaining the commercial advantages of diversity. The risks are great but so too are the potential benefits. Consider the following issues before starting or reviewing international activities:

How well defined is the overall strategy for international growth?

What is the best approach (for example, joint venture, acquisition, licensing or some other commercial option), and have all possible options been considered?

What factors are driving growth internationally, internally (within the organisation) and externally?

What are the financial implications of this approach? Who is responsible for managing costs and risks, and how are these being monitored?

What is the single most important goal and how will this be achieved? Where is the single greatest risk and how is this being approached?

Every situation is different: what makes this one distinctive and why?

How will this strategy affect other aspects of the business and in particular key stakeholders (notably customers, employees, suppliers, shareholders)?

What level of performance would be satisfactory, leading to further investment? What are the success criteria, and are they really realistic?

Who is responsible for leading the international business?

What is the medium- to long-term plan that will ensure that the firm’s success can be sustained?

What activities are involved? Is there a detailed plan, and is there an understanding of the complexities of this decision?

Is there a need to restructure systems, such as communications and information management, to ensure that the organisation is fully integrated?

Has the decision been communicated? Are people informed and mobilised to succeed?