In today’s global marketplace IT has taken on a more important role as successful business leaders attempt to adapt to constantly changing circumstances.

Many companies have found new business opportunities in overseas markets, whether it be through outsourcing production, establishing partnerships, or finding a new customer base. However, while it may be a key way to increase sales, many have found that the complexity of doing business has increased as well.

“Globalization by itself means a variety of different things,” said Shouvik Dutta, VP for Information Technology at Hart Schaffner Marx. “It is managing culture, managing time zones, managing disparate people in different countries, and managing costs. So globalization has completely changed the way we think about business, whatever business we are in and wherever we are.”

Hart Schaffner Marx is a global company – they source from around the globe, their brands are global brands – Hart Schaffner Marx, Hickey Freeman, Austin Reed to name a few. Managing vendors and customers along with other business partners is a key to growth in the current economic environment.

Information technology has played a large role in globalization as companies are now more reliant than ever on instantaneous connection and a smooth flow of information between overseas partners. This has thrust IT experts into a much greater business leadership role.

“The reliance of business on IT has really changed the way we think about business leadership.” When merging companies, Dutta points out an example, the prevailing thought was “we’ll get a couple of leaders and they’ll just make that happen. But now, when we talk about mergers and acquisitions, IT has a seat at the table. Business leaders understand the importance of IT. They know if IT does not work, the merger will not be successful.”

Dutta has noticed that because of global partnerships, his own leadership role has changed as he adapts to a much more diverse environment.

“My management style has changed from two different perspectives, and it is a function of my taking more responsibilities in difficult situations,” he said. “First, communication has been key, especially from a globalization perspective. I have had to communicate a global vision and strategy that has changed.”


Because of the global environment, communication has become more important than ever before. Employees and co-workers are often spread out over multiple time zones, yet still must be coordinating with one another and meeting tight deadlines. In the past, the typical workday stopped between 5-6 p.m., but today’s workers must be available almost around the clock to interact with overseas counterparts. IT has played a major role in this development. “IT is always talked about as a support function, but it is the backbone which will ultimately help us be more efficient,” said Dutta.

People leadership has grown in complexity as well, said Dutta.

Now a leader must be more creative when motivating workers as cultural barriers and uncertainties often come into play. Many older employees may not have a global mindset and will need extra encouragement and guidance. One way Dutta motivates them is by providing them with real-life scenarios on how global business is handled. Sometimes this is through articles or case studies, he said.

Dutta notes, “How to motivate people, how to communicate with people, how to work with folks under very difficult circumstances where the future might be very, very murky” has gotten more complex.

In these circumstances Dutta believes that leaders must be extremely flexible and ready to change plans and adapt to different situations.

“Flexibility is key in leadership, because there will be situations and circumstances that even the most detailed planning will not uncover beforehand,” he said. “Along with flexibility is adaptability. You have to adapt as a leader. Things might not always go your way. You take a step back and look at things and reprioritize”

However, even the best leaders don’t know everything, but rather than that being a weakness, Dutta believes that this can actually be a great strength.

“Don’t be afraid to say you don’t know,” said Dutta. “It is very hard, especially as leaders, because we are looked upon and groomed as subject matter experts, strategic experts or functional experts. It is very hard to say ‘I don’t know’ because you may think you are opening yourself up for saying that is a weakness. However, I truly believe anyone can learn anything. That is my belief in the human mind. If someone puts their effort into something, they can learn. So learn as much as you can and don’t be afraid to say ‘I don’t know.’” Otherwise you are closed to learning more.

The true measure of an emerging leader, Dutta believes, is someone who exhorts a great deal of passion in their role and a willingness to jump out of it. “… Someone who has passion, and they’re willing to get out and volunteer,” said Dutta. “In my experience they are the hallmarks of good leaders. Every leader I have worked with truly had passion. And they were willing to try different things and maybe even fail.”