Mansour Javidan, Ph.D. Garvin Distinguished Professor and Director of Najafi Global Mindset...
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Transcript of Mansour Javidan, Ph.D. Garvin Distinguished Professor and Director of Najafi Global Mindset...
Mansour Javidan, Ph.D.Garvin Distinguished Professor and
Director of Najafi Global Mindset Institute
Global Mindset ® is a registered trademark of Thunderbird School of Global Management. All rights reserved.
What Is Global Mindset®?
Corporations’ Global Ambitions
Corporations’ Global Ambitions
We also continue to focus on growing market share and expanding our business in key geographic markets, with a special emphasis on Brazil, Russia, India, China, South Korea, and Mexico.
William D. GreenFormer Chairman & CEO,
Accenture
Our Current Strategy
Our Future Growth
Global Growth Empowered
USA
CANADA
UK
AUSTRALIA
JAPAN
KOREA
SAUDI ARABIA
INDIA
INDONESIA
POLAND
TURKEY
MEXICO
PHILIPPINES
CHINA
TAIWAN
New Markets
BRAZILNew
Products
The Primary Challenge in Expanding Globally
Global Executives: Readiness of the business unit/ company to expand from local to global business.
HR/Executive Development Professionals (EDP): Shortage of global executive talent.
Smith, Caver, Saslow, Thomas, “Developing the Global Executive,” 2009.
Global Leaders Need To Manage Across…
Diverse cultural systems
Diverse political and institutional systems
Time and geographic distance
In a Recent Survey of CEOs:
Mobilizing teams and working across cultures were the top 2 critical leadership competencies.
Howard and Wellins, 2008.
The major challenge in establishing overseas business
Cultural differences
Survey of 1000 internationally oriented Chinese companies (China Daily, April 27, 2012)
The Challenge to Global Leaders
How to influence individuals, groups, and
organizations inside and outside their firm
representing diverse cultural/political/ institutional systems
under conditions of rapid change and high uncertainty
What Does It Take To Be Successfulas a Multinational Leader?
Decision making in complex environments and ability to read cultural nuances and adapt leadership style accordingly.
Howard and Wellins, 2008.
Most Important Areas of Knowledge for Global Executives
1. Understanding of government and political issues in key areas
2. Knowledge of local markets and consumer preferences
3. Knowledge of local business practices
Smith, Caver, Saslow, Thomas, “Developing the Global Executive,” 2010.
What Do Global leaders Need to Succeed?
Global Leaders Need a
Global Mindset
Global Mindset Project (GMP) at Thunderbird
Define Global Mindset®
Identify the antecedents and consequences of Global Mindset®
Develop metrics for measuring Global Mindset®
Design scientifically based assessment tools for Global Mindset®
Conduct large-scale studies of executives in large
multinational corporations Examine the impact of Thunderbird’s programs
on the Global Mindset of students Offer a suite of solutions to enhance the Global
Mindset of leader and executives
COMPANIES REPRESENTED IN THE GLOBAL MINDSET SURVEYS
AccentureAditya BirlaAmexAmsted RailAmwayAstellas PharmaBAEBecton DickinsonBNY Mellon BankCH2M HillCiscoCLOCoach ACoach SalonCochlear
CTCICTCI GroupCumminsDellDoverDowE&YEcoLabEMCFoton MotorsGE HealthcareGNextGoodyearGrupo AlfaGAP
HenkelHershey'sHydroInfinityIBMIntel ChinaIntuitJ&J DubaiJ&J EthiconJGCJ& JJSC Plant SolutionsLGEMaerskMILE
Newmont MiningNippon Sheet GlassNZTEOliver WymanOrient PharmaPeakinsightPERMATAPetronasRaytheonRecruitRich ProductsRight ManagementSABICSCT Saudi ArabiaShiseido Co
Smith InternationalStatoilSummit GroupTelstraTest Research Inc.Thomson Reuters TNBTRIValeVarian MedicalWalmartWatson WyattWorld Action TeamsWWL
GMI used by Business Schools
1 Athens University, Greece 17 Simmons School of Management
2 Appleby College, Costa Rica 18 Temple University, Japan
3 Baylor University 19 Tiffin University
4 Boston College 20 Thunderbird School of Global Management
5 Eastern University 21 University of Chicago
6 FIA, Brasil 22 University of Denver
7 Florida International University 23 University of Maryland
8 George Washington University 24 University of Minnesota
9 Georgetown University 25 University of Oxford, UK
10 Indiana Tech 26 University of Pittsburgh
11 ITESM, Mexico 27 University of Southern California
12 Lipscomb University 28 University of Texas-San Antonio
13Macquarie Graduate School of Management, Australia
29 University of Victoria, Canada
14 University of Notre Dame 30 University of Wisconsin
15 Purdue 31 Zayed University, UAE
16 Rice University
Global Mindset
The ability to influence individuals, groups, organizations, and
systems that are unlike the leader’s.
Global Mindset
“Global mindset to me means that the individual has a global passport, but in their head.”
“It’s the ability to understand the similarities and differences among cultures and their reasons.”
“I think it’s a natural curiosity to learn more about other cultures.”
Global Mindset
“Rather than being frustrated and intimidated by the differences, enjoying them and seeking them out because you find them fascinating.”
“Being comfortable with being uncomfortable in uncomfortable environments.”
A Global Mindset
To succeed in this complex business environment, leaders will need to adopt a set of characteristics and traits that enables them to move fluidly across different cultures.
Source: James S. Turley, Chairman and CEO, Ernest & Young, “Fast Forward: Strategies for Success in Tomorrow’s Hot New Markets.”
Individuals who possess the behavioral
flexibility and discipline to act appropriatelyIndividuals who are capable of
perceiving, analyzing, and decoding the
global operating environment
Individuals who can
accurately identifyeffective
managerialaction in the global
operating environment
Global Leaders who are effective
in influencing people
from different
socio-cultural systems
Corporation’s
ambition to be
successful in global marketsWhat is
the game?
What are the rules?How do we win?
Beh
avi
ora
l
R
epe
rto
ire
Individuals Who Have a Global
Mindset
Intellectual Capital
Psychological
Capital
SocialCapital
Beechler, S. ,and Javidan, M. (2007). “Leading with a Global Mindset.” In Javidan, M., Hitt, M. A., and Steers, R. M. (eds.), 2007, Advances in International Management, Vol. 19: The Global Mindset. Elsevier.
Global Mindset and Effective Global Leadership
Quest for Adventure
Self-Assurance
Passion for Diversity
Cosmopolitan Outlook
Cognitive Complexity
Psychological Capital
Global Business Savvy
Intellectual Capital
Interpersonal Impact
Diplomacy
Intercultural Empathy
Social Capital
GLOBAL MINDSET
Intellectual Capital (IC)
Global Business Savvy
Knowledge of global industry
Knowledge of global competitive business and
marketing strategies Knowledge of how to transact business and
manage risk in other countriesKnowledge of supplier
optionsin other parts of the world
Cosmopolitan Outlook
Knowledge of cultures indifferent parts of the world
Knowledge of geography,History, and important
persons of several countries
Up-to-date knowledge of important world events
Knowledge of economic and political issues, concerns, hot topics, etc., of major
regions of the world
Cognitive Complexity
Ability to grasp complex concepts quickly
Strong analytical and problem-solving skills
Ability to understand abstract ideas
Ability to take complex issues
and explain the main points simply and understandably
Psychological Capital (PC)
Passion for Diversity
Interest in exploringother parts of the world
Interest in getting to know people from other parts of
the world
Interest in living in another country
Interest in variety
Quest for Adventure
Interest in dealing withchallenging situations
Willingness to take risks
Willingness to test one’s abilities
Interest in dealing withunpredictable situations
Self-Assurance
Energetic
Self-confident
Comfortable in uncomfortable situations
Witty in tough situations
Social Capital (SC)
Intercultural Empathy
Ability to work well with people
from other parts of the world
Ability to emotionally connect to people from other
cultures
Ability to understand nonverbal expression of
people from other cultures
Ability to engage people from other parts of the world to
work together
Interpersonal Impact
Experience in negotiatingcontracts in other cultures
Strong networks with people from other cultures and with
influential people
Reputation as a leader
Credibility
Diplomacy
Ease of starting aconversation with a stranger
Ability to integrate diverse perspectives
Ability to listen to whatothers have to say
Willingness to collaborate
Global Mindset
The ability to influence individuals, groups,
organizations, and systems that are unlike the leader’s.
Global Mindset
Global
Mindset
Intellectual
Capital
SocialCapital
Psychological
Capital