Crossing the Negotiation Divide
Subsidiary Leaders and Foreign Headquarters
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Hiring a new subsidiary leader is a critical, high-stakes decision for any multinational. Yet, negotiations between a candidate grounded in local realities and a corporate headquarters overseas often devolve into a tug-of-war.
Each side comes armed with perfectly logical arguments—rooted in their own frame of reference. One cites local market data, competitive offers, and hard-won expertise. The other sees global parity, internal budget discipline, and the delicate optics of pay equity.
When these frames collide, even the most promising hiring process can stall or fail.
Why does this happen so often, especially at the executive level? And what can both candidates and corporate leaders do to bridge the divide?
Unlock the full article to gain practical strategies for negotiating subsidiary leadership compensation, with cultural insights, and board-level questions to ask before your next executive search.