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Do You Have A Global Mindset

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... Australia, India, China, Singapore, Malaysia, So Korea, Thailand, and others... Interviews with 40 Thunderbird colleagues ... – PowerPoint PPT presentation

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Title: Do You Have A Global Mindset


1
Do You Have A Global Mindset?
  • Thunderbird Alumni Webcast
  • September 5, 2007

2
Introductions
  • Hosts
  • Peter R. Schatschneider
  • Senior Brand Manager, University Alliance
  • Jon Meyers
  • Associate Vice President, Alumni Relations
    Thunderbird School of Global Management
  • Keynote Speaker
  • Dr. Mansour Javidan
  • Director of the Garvin Center for Cultures and
    Languages of International Management at
    Thunderbird

3
Agenda
  • Alumni Relations Update
  • Online Certificate Overview
  • Feature Presentation
  • Do You Have a Global Mindset?
  • Dr. Mansour Javidan
  • Live QA Session
  • Please type your questions in the QA area on the
    right of your screen

4
Thunderbird Alumni Relations
  • Jon Meyers
  • Associate Vice President, Alumni Relations
  • Thunderbird Alumni Relations
  • Campus-based resource for Thunderbirds around the
    world
  • Promoting lifelong learning opportunities through
    relationships with premier service providers

5
Thunderbird Alumni Relations
  • The success of Thunderbirds Alumni Relations
    rests fundamentally on the effectiveness of its
    core functions Communications, Connections,
    Career Services
  • Deliver information that is timely and engaging
  • Advance Thunderbirds mission
  • Support professional needs of T-bird graduates
  • Maximize value of your degree and your ongoing
    relationship with School
  • Increase overall visibility and brand awareness
    of Thunderbird
  • Provide programs and services that add value for
    you and your organization

6
Thunderbird Online Certificates
  • The future of Thunderbird relies on the
    continuous innovation of new educational
    mechanisms, including these 100 online
    certificate programs developed in partnership
    with the University Alliance
  • Online Executive Certificates
  • International Management
  • International Marketing
  • Doing Business in Certificate Series
  • Doing Business in China

7
Executive Certificate in International Management
Thunderbird Online Certificates
  • Global Management
  • Global Leadership
  • Global Strategy Implementation

Executive Certificate in International Marketing
  • Global Marketing Strategy
  • Global Marketing Management
  • Global Brand Management

8
Doing Business in ChinaPreparing for the Global
Marketplace
Thunderbird Online Certificates
  • Building Cultural Competence with the Cultural
    Navigator
  • Developing Successful Business Partnerships
  • Managing Sustainable Teams, Alliances and Joint
    Ventures
  • Creating Competitive Advantage through Strategic
    Insight

9
Thunderbird Online Certificates
  • Benefits You
  • Sharpen/refresh your skills
  • Career transition/learn new skills
  • Update your credentials
  • Online flexibility
  • Benefits Your Organization
  • Increase international expertise
  • Capitalize on more global opportunities
  • Infuse Thunderbird into your organization
  • Create synergy within your management teams
  • Achieve Truly Global success

10
Do You Have a Global Mindset?
  • Mansour Javidan, Ph.D.
  • Director, The Garvin Center for Cultures and
    Languages

11
Samuel J. Palmisano, the Chair of the Board,
President, and CEO of IBM
  • Todays global corporations are shifting their
    focus from products to production-from what
    things companies choose to make to how they
    choose to make them, from what services they
    offer to how they choose to deliver them. Simply
    put, the emerging globally integrated enterprise
    is a company that fashions its strategy, its
    management, and its operations in pursuit of a
    new goal the integration of production and value
    delivery worldwide. State borders define less
    and less the boundaries of corporate thinking or
    practice.

12
The Globalized World of Business
13
  • The global corporation is evolving as a global
    network of interconnected and tightly integrated
    internal and external activities designed to
    satisfy their varied customer markets in
    different parts of the world

14
Eaton Corporation
  • Eatons manufacturing operations
  • 210 plants in 32 countries
  • Eatons global supply chain
  • At least 86 countries
  • Eatons marketing
  • US, Canada, Brazil, Mexico, Costa Rica, So
    Africa, all of Western Europe, Russia, Australia,
    India, China, Singapore, Malaysia, So Korea,
    Thailand, and others....

15
Eaton Corporation
  • Has a global workforce
  • Has a global supply chain
  • Has a global market (over 50 from outside the
    US)
  • Uses global virtual teams

16
Global Mindset Project (GMP) at Thunderbird
  • Define Global MindsetSM
  • Identify the antecedents and consequences of
    Global MindsetSM
  • Develop metrics for measuring Global MindsetSM
  • Design scientifically based assessment tools for
    Global MindsetSM
  • Conduct large scale studies of executives in
    large multinational corporations
  • Design methodologies to enhance the Global
    MindsetSM of managers and executives

17
GMP
  • Started in late 2004
  • A group of 8 professors at Thunderbird
  • Comprehensive review of the existing literature
  • Interviews with 40 Thunderbird colleagues
  • Interviews with 217 senior international
    executives in over 20 cities in the world
  • An invited only conference with 40 distinguished
    scholars
  • Instrument design
  • Publication of several academic and managerial
    articles and books
  • HR Summit on Global MindsetSM in 2007

18
Interviews Sponsored by Worldwide ERC Foundation
  • USA
  • Gregory M. Stewart, SCRP
  • Chief Executive Officer
  • MeridianEaton Global
  • Kim Froggatt
  • Vice President Of Asia
  • Primacy World Headquarters
  • Chris James
  • Manager of Human Resources
  • Bechtel Corporation

19
Interviews Sponsored by Worldwide ERC Foundation
  • Hong Kong
  • P.O. Mak
  • HR Leader
  • GE Capital Asia Pacific
  • John W. Allison
  • Vice President, Human Resources, Asia Pacific
    Division
  • FedEx Express
  • Belgium
  • John Pfeiffer
  • Associates for International Research, Inc.
    (AIRINC)

20
Interviews Sponsored by Worldwide ERC Foundation
  • China
  • Jeffrey Albright
  • President of Asia
  • Briggs Stratton Corp.
  • Poland
  • Francisco Munoz Ramirez
  • General Manager
  • Colgate Palmolive Poland Sp. z o.o

21
Interviews Sponsored by Worldwide ERC Foundation
  • India
  • UVG Sekar
  • Senior Vice President and Global Head of
  • HR
  • iGATE Global Solutions Ltd.
  • S. Padmanabhan
  • Executive Vice President Global Head, HR
    Operations
  • TATA Consulting Services Limited
  • Santrupt Misra
  • Director, HR IT
  • Aditya Birla Management Corporation Ltd.

22
Global Leadership defined
  • Global leadership is the process of influencing
    individuals, groups, and organizations inside and
    outside the boundaries of the global
    organization, representing diverse
    cultural/political/institutional systems to
    contribute towards the achievement of the
    organizations goals.

23
  • Global Mindset is a set of individual attributes
    that enable and facilitate global leadership.

24
Global MindsetSM
  • The ability to influence individuals, groups,
    organizations, and systems that are unlike the
    leaders.

25
Global Mindset
  • Global mindset to me means that the individual
    has a global passport, but in their head.
  • Its the ability to understand the similarities
    and differences among cultures and their
    reasons.

26
Global Mindset
  • understanding and respecting other cultures
    rather than judging them.
  • The ability to avoid the simplicity of assuming
    all cultures are the same, and at the same time,
    not being paralyzed by the complexity of the
    differences.

27
Global Mindset
  • Someone with a global mindset enters a new and
    different situation with many more questions
    rather than answers, assumptions and
    presumptions.
  • Its being able to make sense of contrasting
    frames of reference and the ability to
    simultaneously see oneself as American and
    German.

28
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29
Global Mindset
  • I think its a natural curiosity to learn more
    about other cultures.
  • Rather than being frustrated and intimidated by
    the differences, enjoying them and seeking them
    out because you find them fascinating.

30
Global Mindset
  • Being comfortable with being uncomfortable in
    uncomfortable environments.
  • Its like a bug. Once you have it, you cant
    get rid of it.

31
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32
Global Mindset
  • Eternal Optimism, no fear of failure, open to
    taking risks
  • From a business perspective, the lack of fear
    means that when someone thinks about how to
    create a new product, they think of it in much
    deeper and broader terms of how it applies to the
    global market.

33
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34
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35
Global Mindset
  • People with a global mindset have a sense of
    adventure. They are attracted to the unknown.
  • Can-do attitude. Sky is the limit.
  • I broke off my engagement to go to Thunderbird
    because something in me was drawing me to explore
    the world.

36
  • Gerald Schafer is a Swiss national who has never
    really lived in Switzerland. He was born in
    Budapest to a Swiss foreign-service officer and
    his Hungarian wife. Mr. Schafer grew up in
    Africa and South America and studied in the
    United States. He speaks Portuguese (at home
    with his Brazilian wife), Spanish, French,
    German, English and Hungarian.

37
Figure 2 Global Mindset and Effective Global
Leadership
Social Capital
Individuals who possess the behavioral
flexibility and discipline to act appropriately
Global Corporations that are successful in their
different global markets
Global Leaders who are effective in influencing
people from different socio-cultural systems
Psychological Capital
Individuals who have a global mindset
Individuals who are capable of perceiving,
analyzing and decoding the global operating
environment
Behavioral Repertoire
What is the game?
What are the rules?
Intellectual Capital
How do we win?
Individuals who can accurately identify
effective managerial action in the global
operating environment
38
IC1 Knowledge of the Global Industry
  • The global business, competitors, and industry
  • Economic and political issues and customs
  • How to transact business in different parts of
    the world
  • How to scan the world for unexpected trends and
    to understand international issues

39
IC2 The global value network
  • The global network of suppliers, customers,
    creditors, and partners
  • Professional contacts worldwide
  • Ability to manage global networks

40
IC3 The global organization
  • The tension between global efficiency (corporate)
    and local effectiveness
  • The global value creation when making local
    decisions
  • Global, inclusive vision, finding a common view

41
IC4 Cognitive Complexity
  • The ability to understand and deal with complex
    global issues

42
IC5 Cultural Acumen
  • Cultural self-awareness
  • Understanding cross cultural differences
  • Exploit similarities to discover differences
  • Understanding other histories and cultures
  • Knowledge of other languages

43
Intellectual Capital Summary
  • Knowledge of the global industry
  • Global value network
  • The global organization
  • Cognitive complexity
  • Cultural intelligence

44
PC1 Strong psychological profile
  • Resiliency
  • Curiosity
  • Fearlessness and risk taking propensities
  • Quest for adventure
  • High self confidence strength to question ones
    assumptions

45
PC2 Attitudes towards Cultural Diversity
  • Willingness to work across time and distance
  • Respect for others
  • Valuing and leveraging cultural differences
  • Passion for cultural differences
  • Patience and ability to suspend judgments about
    others

46
PC2 Attitudes towards Cultural Diversity
  • Willingness to work across time and distance
  • Respect for others
  • Valuing and leveraging cultural differences
  • Passion for cultural differences
  • Patience and ability to suspend judgments about
    others

47
PC3 Openness
  • Global awareness
  • Positive attitude towards international affairs
  • Willingness to share knowledge
  • Flexibility
  • Willingness to accept good ideas wherever they
    come from

48
PC4Passion and excitement
  • Motivation to learn and adapt
  • Emotional connection
  • Showing interest in people

49
PC5 Cosmopolitanism
  • Cosmopolitan individuals have a world
    orientation that downplays their significance of
    nationality and cultural differences.

50
Psychological Capital Summary
  • Strong psychological profile
  • Attitudes towards cultural diversity
  • Openness
  • Passion and excitement
  • Cosmopolitanism

51
Social Capital
  • Ability to connect to and work with people from
    other parts of the world
  • Ability to generate positive energy in people
    from other parts of the world and to excite them
  • Ability to build mutually trusting relationships
    with people from other parts of the world

52
Global MindsetSM
  • The ability to influence individuals, groups,
    organizations, and systems that are unlike the
    leaders.

53
Global Mindset has three major components
  • Intellectual capital
  • Psychological capital
  • Social capital

54
Key to successful global leadership-Scores above 6
  • Respecting cultural differences
  • Ability to generate positive energy in people
    from a different part of the world
  • Willingness to adapt, learn, and cope with other
    cultures
  • Adaptability

55
Key to successful global leadership-Scores above 6
  • Willingness to accept good ideas no matter where
    they come from
  • Ability to excite people from a different part of
    the world
  • Acknowledgement of the validity of different
    views
  • Openness to cultural diversity

56
Key to successful global leadership-Scores above 6
  • Ability to suspend judgment about those from
    other cultures
  • Positive attitude towards those from other
    cultures and regions
  • Self-confidence
  • Understanding of how to build and manage global
    alliances, partnerships and value networks

57
Key to successful global leadership-Scores above 6
  • Ability to connect with people from other parts
    of the world
  • Ability to adjust behavior in a different
    cultural setting
  • Collaborativeness

58
Key to successful global leadership-Scores above 6
  • Ability to connect with people from other parts
    of the world
  • Ability to adjust behavior in a different
    cultural setting
  • Collaborativeness

59
  • Who needs a global mindset?

60
  • But today, companies increasingly need softer
    people skills.and perhaps most important,
    working across cultures with Chinese, Germans,
    Indians, Italians, Russians, and a world full of
    suppliers and partners.
  • EditorialBusinessWeekApril 18, 2005

61
  • The Jack Welch of the future cannot be me. I
    spent my entire career in the United States. The
    next head of General Electric will be somebody
    who spent time in Bombay, in Hong Kong, in Buenos
    Aires. We have to send our best and brightest
    overseas and make sure they have the training
    that will allow them to be the global leaders who
    will make GE flourish in the future.

62
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63
Live QA Session
  • If you have not already please type in your
    question(s) in the QA area on the right of your
    screen.

64
  • Thank You!
  • For more information on Alumni Relations programs
    and services please visit
  • www.thunderbird.edu/alumni
  • For more information on the online certificate
    programs please visit
  • www.thunderbirdglobal.com
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