Mansour Javidan, Ph.D. Garvin Distinguished Professor and ... slides 10 21 13.pdf · “We also continue to focus on growing market share and expanding our business in key geographic

© 2013. Mansour Javidan, Ph.D. all rights reserved.

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.


Corporations’ Global Ambitions

© 2013. Mansour Javidan, Ph.D. all rights reserved. 3 Logic of Globalization

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. Green Former Chairman & CEO, Accenture

http://assets.nydailynews.com/polopoly_fs/1.460414!/img/httpImage/image.jpg


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

BRAZIL

New Products


OCTOBER 21, 2011: SEAGATE CORPORATION’S SHARES CLOSED UP BY 28% BECAUSE…

A. The company announced a new and innovative product

B. The company’s CEO was hailed by Fortune magazine as the most successful global leader in the industry

C. There was a disastrous flood in Thailand

D. The company announced a major share buy back program


CHALLENGES IN EXPANDING GLOBALLY

Global Executives: Readiness of the business unit/ company to expand

HR/Executive Development Professionals (EDP): Shortage of global leadership talent

Smith, Caver, Saslow, Thomas, “Developing the Global Executive,” 2009.


In a Recent Survey of CEOs:

Mobilizing teams and working across cultures were the top 2 critical leadership competencies.

Howard and Wellins, 2008

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© 2013. Mansour Javidan, Ph.D. all rights reserved. 8 Challenges of Global Leadership

A MAJOR CHALLENGE IN ESTABLISHING OVERSEAS BUSINESS

Survey of 1000 internationally oriented Chinese companies found that more than 72% of the interviewees believe the biggest difficulties that arise in conducting business overseas stem from cultural differences.

Chinese Companies' Outbound Investment and Operation Survey, The China Council for the Promotion of International Trade (China Daily, April 27, 2012)

http://www.whatsonchengdu.com/news_images/4f8fbe9104f9c_oversea branches.jpg


Lack of Intercultural Skills is Costly

93% of surveyed HR executives believe that their business leaders have cost the organization revenue due to lack of intercultural skills.

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GLOBAL LEADERS NEED 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


HOW GLOBAL LEADERS SUCCEED

“Decision making in complex environments and ability to read cultural nuances and adapt leadership style accordingly.”

Howard and Wellins, 2008

© 2013. Mansour Javidan, Ph.D. all rights reserved. 12 Global Mindset

MOST IMPORTANT SKILLS FOR GLOBAL EXECUTIVES

Senior Executives: Ability to influence people from other cultures



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


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What Do Global leaders Need to Succeed?

Global Leaders need a Global Mindset.

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© 2013. Mansour Javidan, Ph.D. all rights reserved. 16 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 and other MBA

programs on students’ Global Mindset Offer a suite of solutions to enhance the Global Mindset

of leaders and executives


COMPANIES REPRESENTED IN THE GLOBAL MINDSET SURVEYS

Accenture Aditya Birla Amex Amsted Rail Amway Astellas Pharma BAE Becton Dickinson BNY Mellon Bank CH2M Hill Cisco CLO Coach A Coach Salon Cochlear

CTCI CTCI Group Cummins Dell Dover Dow E&Y EcoLab EMC Foton Motors GE Healthcare GNext Goodyear Grupo Alfa GAP

Henkel Hershey's Hydro Infinity IBM Intel China Intuit J&J Dubai J&J Ethicon JGC J& J JSC Plant Solutions LGE Maersk MILE

Newmont Mining Nippon Sheet Glass NZTE Oliver Wyman Orient Pharma Peakinsight PERMATA Petronas Raytheon Recruit Rich Products Right Management SABIC SCT Saudi Arabia Shiseido Co

Smith International Statoil Summit Group Telstra Test Research Inc. Thomson Reuters TNB TRI Vale Varian Medical Walmart Watson Wyatt World Action Teams WWL

© 2013. Mansour Javidan, Ph.D. all rights reserved. 18

BUSINESS SCHOOLS THAT HAVE USED THE GMI

Athens University, Greece Simmons School of Management Atlanta International School Temple University Baylor University Tiffin University Boston College Thunderbird School of Global Management Eastern University University of Chicago FIA, Brasil University of Denver Florida International University University of Maryland Georgetown University University of Minnesota George Washington University University of Oxford, UK Indiana Tech University of Pittsburgh ITESM, Mexico University of Southern California Lipscomb University University of Victoria, Canada

Macquarie Graduate School of Management, Australia University of Wisconsin

Purdue Zayed University, UAE Rice University Wake Forest University

Queensland University University of California – Berkley HAAS University of Notre Dame University of Pennsylvania


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.”

“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.”

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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.”

James S. Turley

Former Chairman and CEO,

Ernst & Young

“Fast Forward: Strategies for Success in Tomorrow’s Hot New Markets.”

21


Individuals who possess the behavioral flexibility

and discipline to act appropriately

Individuals who are capable of perceiving,

analyzing, and decoding the global operating

environment

Individuals who can accurately identify

effective managerial action 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 markets

What is the game? What are the rules? How do we win?

Beh

avio

ral

R

eper

toire

Individuals Who Have a Global Mindset

Intellectual Capital

Psychological Capital

Social Capital

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


Global Business Savvy


Interpersonal Impact

Diplomacy

Intercultural Empathy

Social Capital

GLOBAL MINDSET


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

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Global Mindset

Global Mindset


Social Capital


Global Mindset Development Book

• Available in print and electronically

• Specific development suggestions for all 35 capabilities of Global Mindset

• Relevant resources at your fingertips

• 35 engaging narratives of Global Mindset in action

• 7 case studies specific to Global Mindset capabilities


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Mansour Javidan, Ph.D. Garvin Distinguished Professor and ... slides 10 21 13.pdf · “We also continue to focus on growing market share and expanding our business in key geographic