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Global Mindset ®: Why is it important for Global Leaders? . Mansour Javidan, Ph.D. Dean of Research and Garvin Distinguished Professor Global Mindset ® is a registered trademark of Thunderbird School of Global Management. All rights reserved. Corporate Global Ambitions.

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global mindset why is it important for global leaders

Global Mindset®: Why is it important for Global Leaders?

Mansour Javidan, Ph.D.

Dean of Research and Garvin Distinguished Professor

Global Mindset ® is a registered trademark of Thunderbird School of Global Management. All rights reserved.

samuel j palmisano the chair of the board president and ceo of ibm
Samuel J. Palmisano, the Chair of the Board, President, and CEO of IBM:
  • “Today’s 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. ”
the challenge to global leaders
The Challenge to Global Leaders

How to influence

individuals, groups, and organizations inside and outside their own organization

representing diverse cultural/political/institutional systems

to help achieve their corporation’s global ambitions.

global mindset
Global Mindset

The ability to influence individuals, groups, organizations, and systems that are unlike the leader’s.

global mindset project gmp at thunderbird
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
  • Assess Thunderbird’s impact on students’ Global Mindset- Pre and post test
  • Offer a suite of solutions to enhance the Global Mindset of managers and executives
slide9

management,

org studies

education

training/HR

language/

x-cult

international

relations

Review literatures,

formulate research frame

n=8 global scholars

#1

sampling plan:

interviews, focus

groups w/int’l scholars

sr. acad.

n-30

create/refine

research questions

validate via

expert judges

Obj. #1

investigate the

nature and relevance

of “global

mindset"

critique internally

revise

as needed

#2

sampling plan:

interviews and small

group discussions

with international

managers,

execs, scholars

n=200

feed back to

participants

categorize perceptions/

experiences/observations of “global

mindset”+

analyze data, observations,

participant discussions

differentiate and

define “global mindset”

-Obj. #2

validate construct,

revise to state-of-art

scholarly

perspective

focused group discussions

w/participants

revise

as needed

#3

sampling plan:

expert informant

conference

n=44

identity antecedents, consequences,

and applications contingencies

of “global mindset”

Obj. #3

validate construct,

revise to state-of-art

practitioner

perspective

collect additional data,

consolidate into

emergent themes

#4

sampling plan:

interviews w/

sr. exec. experts

n=17

#5

generate items re:

Intel/Psych/Soc capital

n-100 int’l MBA’s

+ psychometricians

revise

as needed

final ‘reality’ check,

including emergent

factors of GI Mindset

drill int’l leaders experiences/insights

re:invid/org gl mindset successes

The Global Mindset

Inventory

#7

pilot test #2

int’l managers

n/800

#6

pilot test:

int’l MBA’s

n-,207

revise Items to

assure

psychometric

soundness

create

Global Mindset Inventory

draft

global mindset11
Global Mindset

The ability to influence individuals, groups, organizations, and systems that are unlike the leader’s.

global mindset12
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.”
global mindset13
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.”
global mindset14
Global Mindset
  • “I think it’s 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.”
survey of 100 global companies
Survey of 100 Global Companies

How often are cultural implications of business decisions considered in making business plans in your company?

Sometimes or Always 80%

survey of 100 global companies16
Survey of 100 Global Companies

How important a role do you believe culture plays in the success of your business mission?

Important or Very Important 95%

global mindset17
Global Mindset
  • “Being comfortable with being uncomfortable in uncomfortable environments.”
  • “It’s like a bug. Once you have it, you can’t get rid of it.”
slide18
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.
slide19

Global Mindset and Effective Global Leadership

Social

Capital

Individuals who possess the behavioral flexibility and discipline to act appropriately

The Corporation’s ambition to be successful in globalmarkets

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

slide20

GLOBAL MINDSET

Intellectual Capital

Psychological Capital

Social

Capital

Passion for

Diversity

Global Business

Savvy

Intercultural

Empathy

Quest for

Adventure

Cognitive

Complexity

Interpersonal

Impact

Self-Assurance

Cosmopolitan

Outlook

Diplomacy

slide21

Knowledge of global

industry

Knowledge of cultures in

different parts of

the world

Ability to grasp complex

concepts quickly

Knowledge of global

competitive business &

marketing strategies

Knowledge of geography,

history and important

persons of several countries

Strong analytical and

problem solving skills

Knowledge of how to

transact business & manage

risk in other countries

Up-to-date knowledge of

important world events

Ability to understand

abstract ideas

Knowledge of supplier

options in other parts

of the world

Knowledge of economic and

political issues, concerns,

hot topics, etc. of major

regions of the world

Ability to take complex

issues & explain the main

points simply &

understandably

Global Business

Savvy

Cognitive Complexity

Cosmopolitan

Outlook

Intellectual Capital (IC)

slide22

Passion for Diversity

Self-Assurance

Quest for Adventure

Psychological Capital (PC)

Interest in exploring

other parts of the world

Interest in dealing with

challenging situations

Energetic

Willingness to take risks

Interest in getting to know

people from other parts

of the world

Self-confident

Interest in living in

another country

Willingness to test one’s

abilities

Comfortable in

uncomfortable situations

Interest in variety

Interest in dealing with

unpredictable situations

Witty in tough situations

slide23

Intercultural Empathy

Diplomacy

Interpersonal Impact

Social Capital (SC)

Experience in negotiating

contracts in other cultures

Ease of starting a

conversation with a stranger

Ability to work well with

people from other parts

of the world

Ability to emotionally

connect to people from

other cultures

Strong networks with

people from other cultures

and with influential people

Ability to integrate diverse

perspectives

Ability to understand

non-verbal expression of

people from other cultures

Reputation as a leader

Ability to listen to what

others have to say

Ability to engage people

from other parts of the

world to work together

Credibility

Willingness to

collaborate

thunderbird global mindset inventory tgmi
Thunderbird Global Mindset Inventory (TGMI)
  • A scientific instrument with strong psychometric properties
  • 91 items
  • Internet based
  • Over 5000 individuals have completed the survey in many parts of the world
  • Available in self-assessment and 360 version
companies represented in the global mindset surveys
Companies Represented in the Global Mindset Surveys
  • Amway
  • Baker Hughes
  • Delphi
  • Dow Agro Sciences, LLC
  • Dow Chemical Company
  • DTCC
  • Eaton Corporation
  • EDS Corporation
  • EMC
  • Fluor Corporation
  • Henkel
  • Hydro
  • Intel China
  • Johnson & Johnson
  • Legrand
  • LG Electronics
slide28

Grazie!

Merci!

Do jie!

Arigato!

Gmadlob!

Toa chie!

Tak!

Gracias!

Thank you!

Spasiba!

Go maith!

Danke!

Tashakkur!

Diolch!

Sayol!

Shakran!

Dank je!

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