When Wang (China) looks at the marketplace, he looks for, and finds, people with whom he has trustworthy relationships. Into these relationships, he plugs in business, leveraging on the value of the relationships.
When Moshe (Israel) looks at the marketplace, he sees a bunch of clients who think they know what they want, but Moshe knows what they need. Moshe sees the gap between what clients want and what clients need as the area where he can creates value and does business.
When Francis (USA) (f) looks at the market, she sees clients who expect to get what they want, when they want it, with high quality and low cost.
When Hans (Germany) looks at the market, he sees the need to be predicable and reliable to his long term customers, producing very high quality products and services which compensates for high costs.
Naturally, Wang, Moshe, Francis and Hans naturally prefer different forms of organizing to achieve their goals.
Wang prefers organizations with a solid insider culture of which he is part. Moshe prefers a lose, undisciplined semi structured blob, where he can innovate. Francis prefers clear structure, a defined process and roles and responsibilities which are clearly delineated. Hans like a very well controlled process, heavy in detail.
To enable effective sustainable global organizing, OD practitioners must mediate between very different sets of expectations people have about the ideal form of organizing, and not try and change these basic instinctual desires unless absolutely necessary.
At present, we do not do that. OD pedals North American values about organizing. That makes OD very parochial. And irrelevant.