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