Global Growth at Sprint Speed: HVHI’s Reach in International AI Strategy
How the lean, remote nature of the HVHI model makes it effective for multinational corporations seeking fast, unified advice.

For the Multinational Corporation (MNC), Artificial Intelligence presents a cruel paradox.
These global giants possess the most data, the most capital, and the largest market footprint. By all logic, they should be the undisputed titans of the AI revolution. Yet, in practice, they are the most sluggish, the most paralyzed, and the most vulnerable.
Their "global scale" is not a fortress; it has become a cage.
When an MNC decides to "create an AI strategy," it triggers a corporate pantomime that is as predictable as it is disastrous. The New York (or London, or Tokyo) headquarters initiates a "Global AI Task Force." A "Big Four" consulting firm is engaged. The "battleship" has decided to turn.
What follows is the "Global Discovery Tour." For 12 to 18 months, a small army of consultants flies business class from continent to continent, conducting "stakeholder interviews" and "consensus-building workshops" in Singapore, Frankfurt, and Chicago. Their goal is to create a single, unified "5-Year Global AI Roadmap."
The final 500-page report lands with a thud. The project, having cost $20 million in fees and immeasurable internal overhead, is a masterpiece of abstraction. It has to be. The only way to "unify" the bespoke needs of the APAC sales team, the EMEA logistics division, and the North American marketing department is to be so generic as to be useless to all of them.
The report recommends "synergizing data-driven insights" and "leveraging AI to optimize operations." It is a $20 million document that states the obvious.
While this "battleship" was spending 18 months "planning," the market it was planning for has ceased to exist. A new AI model was released, three agile competitors in Asia deployed "good enough" tools, and the $20M roadmap is now a historical artifact.
This is the "Multinational Trap." But what if the entire premise is wrong? What if "global scale" doesn't require a bigger, slower process? What if it required a faster, leaner, more replicable one?
This is the strategic shift offered by the High-Velocity, High-Impact (HVHI) model. Its lean, 100% remote, 20-minute "triage" system is not just "another" consulting model. It is, quite possibly, the only model designed for the speed and complexity of the modern multinational corporation.
Part 1: The "Muda" of the Multinational: Why Global Strategy Fails
In "Lean" philosophy, Muda means "waste." The conventional global consulting engagement is a factory designed to produce Muda. For an MNC, this waste is not just inefficient; it is exponential.
1. The Waste of "Transportation" (The T&E Black Hole)
The old model is physically dependent on "Transportation." It requires moving expensive humans around the planet. The "Global Discovery Tour" is a multi-million dollar "line item" for travel and expenses (T&E) before a single piece of value has been created. It’s an immediate, massive, and completely unnecessary "overhead" tax on the act of getting advice.
2. The Waste of "Waiting" (The 18-Month Time-Lag)
The "battleship" model creates the ultimate "Waste of Waiting." The entire organization is put on "pause," waiting for the "Global Task Force" to deliver its "plan."
While the corporation waits, the "Cost of Inaction" (COI) is compounding. Every 90 days, a new AI tool is released. Every 90 days, a more agile competitor in a local market deploys a solution. The 18-month "wait" is not a "pause"; it is an 18-month, self-inflicted strategic retreat.
3. The "Tower of Babel" (The Silo & Consensus Trap)
The single greatest challenge for an MNC is "The Silo." The Head of Operations in Germany has a $50M problem ("invoice fraud"). The Head of Sales in North America has a $100M problem ("RFP-writing inefficiency").
The conventional "global" model attempts to "solve" this by forcing them into a room (or a year-long series of workshops) to "build consensus." This process is a "Waste of Overprocessing." It doesn't find the best solution; it finds the least objectionable one. The final "unified plan" is a weak, compromised document that fails to solve the specific, high-value problems of either the German or the American division.
The "unity" has been achieved by sacrificing all the value.
Part 2: The "Lean, Remote" Engine: The HVHI Difference
The HVHI model is not "consulting-lite." It is "consulting-lean." It is a remote-first system designed to surgically remove these wastes.
The "Lean" Advantage: From $20M to Zero Overhead
The "Lean" premise is simple: Eliminate all activity that does not add value to the customer.
The 20-minute HVHI "triage" is the result of this ruthless philosophy.
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The "Discovery" Waste is Eliminated: The 6-month "Discovery Tour" is replaced by the "Strategic X-Ray." This asynchronous, high-signal intake instantly bypasses the "interviews" and gets to the data.
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The "Analysis" Waste is Eliminated: The HVHI model "flips" the work. The "Pre-Mortem" analysis (the pattern-recognition, the "deep dive") is done before the call, on the consultant's time. The client is not paying for "learning"; they are paying for the diagnosis.
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The "Consensus" Waste is Eliminated: The 20-minute session is a "triage," not a "workshop." It is a "forcing function" for a decision. It delivers a prescription, not a "menu" of 50 "options."
The "Remote" Advantage: The Death of T&E and the "Flattening" of the Globe
The HVHI model is, by its very nature, 100% remote. This is not a "feature"; it is its core strategic weapon for global scale.
1. It Instantly Eliminates the "Overhead Tax": The entire multi-million dollar budget for "Transportation" (flights, hotels, T&E) is reduced to zero. The "cost" of the engagement becomes only the cost of the value delivered, not the "cost of the logistics" to deliver it.
2. It "Flattens" the World: For an MNC, "time zones" are a constant barrier. The "battleship" model struggles with this, trying to coordinate massive global workshops.
The HVHI model thrives on it. The 100% remote, asynchronous "X-Ray" intake and the hyper-efficient 20-minute "sprint" mean that a single, high-impact consultant (like Miklos Roth) can operate globally in a single day.
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9:00 AM (Central European Time): A 20-minute triage with the Head of EMEA (Frankfurt).
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2:00 PM (CET): A 20-minute triage with the Head of NA (New York).
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4:00 PM (CET): A 20-minute triage with the Head of LATAM (Brazil).
This "remote-first" design makes high-impact, bespoke advice instantly and efficiently available to every corner of the global enterprise, on-demand.
Part 3: "Scale by Replication": The New Model for "Unified Advice"
This is the most critical component of the HVHI difference. It is how the model solves the "Tower of Babel" problem.
The old model's mistake is "Scale by Monolith." It tries to build one giant, one-size-fits-all "battleship" plan. It is slow, fragile, and fails.
The HVHI model uses "Scale by Replication." It is not a one-size-fits-all PLAN. It is a one-size-fits-all PROCESS.
The 20-minute triage is a standardized, replicable block of strategic value. The Global CEO of an MNC doesn't "commission a study." They deploy the 20-minute "triage" as a tool to their business unit leaders, empowering them to act.
Hypothetical Case Study: "GlobalCorp"
The CEO of "GlobalCorp" is under pressure. The "Global AI Roadmap" has stalled. She scraps it. Instead, she gives her 10 key VPs (across 3 continents) one objective: "You have 30 days to use the 20-minute HVHI triage, identify your single biggest 'Must-Do,' and launch your 90-day sprint. Report back."
Week 1: North America (NA) - Sales Division
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The 20-Min Triage: The Head of Sales presents the "X-Ray."
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The Diagnosis: "Your $100M 'problem' is not your 'CRM.' It's RFP-writing inefficiency. Your senior sales team is spending 50% of its time on low-value 'copy-paste' work."
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The HVHI Prescription:
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Must-Do: "Deploy a Generative AI tool (via API) trained only on your last 500 winning RFPs. This is a 90-day sprint."
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Must-Not-Do: "Do not buy a new 'AI-CRM.' That is a 2-year, $10M trap."
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Week 1: Europe, Middle-East, Africa (EMEA) - Operations Division
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The 20-Min Triage: The Head of Ops presents his "X-Ray."
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The Diagnosis: "Your $40M 'problem' is not 'supply chain.' It's invoice fraud in your Accounts Payable. Your manual review process is a sieve."
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The HVHI Prescription:
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Must-Do: "Deploy an off-the-shelf 'AI anomaly-detection' tool in your AP system. This is a 60-day sprint."
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Must-Not-Do: "Do not 'build your own' detection model. The vendors for this are mature."
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Week 1: Asia-Pacific (APAC) - Marketing Division
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The 20-Min Triage: The Head of Marketing presents her "X-Ray."
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The Diagnosis: "Your 'problem' is not 'ad-spend.' It's customer churn in your top-tier (APAC-Japan) market. Your 90-day churn rate is 30%."
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The HVHI Prescription:
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Must-Do: "Deploy an 'AI retention-alert' model that flags at-risk accounts for human intervention. This is a 90-day sprint."
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Must-Not-Do: "Do not 'personalize' your entire website. That is 'boiling the ocean.'"
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The Result: "Unified Advice" at Sprint Speed In one week, "GlobalCorp" has not one, but three bespoke, high-ROI, tangible AI initiatives launched.
The "unity" has been achieved. But how?
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They are "unified" not by a generic plan, but by a common language. The VPs in NA, EMEA, and APAC are all now speaking "HVHI": "Must-Do," "Must-Not-Do," "90-Day Sprint," "MVI" (Minimum Viable Impact).
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They are "unified" not by a single steering committee, but by a common cadence. The entire company has shifted from a 5-year "marathon" mindset to a 90-day "sprint" mindset.
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They are "unified" by results. The Global CEO is not "tracking progress" on a 500-page report. She is seeing three P&L-level impacts in 90 days.
This is the new model. "GlobalCorp" is no longer a "battleship." It is a fleet of fighter jets, flying in formation, all executing with the same high-velocity, high-impact playbook.
Conclusion: Agility is the New Global Scale
The old "battleship" model of consulting—with its high-friction, high-cost, high-travel overhead—is a relic. It is a system built for a stable, slow-moving world that no longer exists. For the modern MNC, it is a liability.
The HVHI model is the "secret weapon" because it is designed for this new, volatile world. Its "lean, remote" nature is not a "nice-to-have"; it is its core strategic advantage.
It allows a global company to think and act like a startup (fast, lean, iterative) but with the resources and data of a global titan. It eliminates the "Muda" of conventional consulting, flattens the globe, and replaces the "Tower of Babel" with a "Scale-by-Replication" model that is fast, bespoke, and unified.
For the multinational leader under intense pressure to modernize, the choice is clear: You can spend the next 18 months commissioning the "battleship" report, or you can launch your first 90-day sprint—in 20 minutes.
Van az a hang. Az a halk, de kitartó, a megszokott otthoni zajok közül alattomosan kiszűrődő csepegés az éjszaka közepén. Vagy az a jéghideg felismerés, amikor a fürdőszobából kilépve egy tócsába lépsz a folyosón. Esetleg a falon lassan, de megállíthatatlanul terjedő, sötét folt látványa. A legrosszabb pedig a földgáz jellegzetes, rothadt tojásra emlékeztető "illata", vagy a fűtésrendszer halálos csendje a leghidegebb téli reggelen.






