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T H U N D E R B I R D
Do You Have A Global Mindset?
Thunderbird Alumni WebcastSeptember 5, 2007
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
Agenda
• Alumni Relations Update• Online Certificate Overview• Feature Presentation
– Do You Have a Global Mindset?• Dr. Mansour Javidan
• Live Q&A Session– Please type your questions in the Q&A
area on the right of your screen…
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
The success of Thunderbird’s Alumni Relations rests fundamentally on the effectiveness of its core functions: Communications, Connections, Career Services• Deliver information that is timely and engaging• Advance Thunderbird’s 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
Thunderbird Alumni Relations
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
Thunderbird Online Certificates
Executive Certificate in International Management• Global Management• Global Leadership• Global Strategy Implementation
Executive Certificate in International Marketing
• Global Marketing Strategy• Global Marketing Management• Global Brand Management
Thunderbird Online Certificates
Doing Business in ChinaPreparing for the Global Marketplace
• Building Cultural Competence with the Cultural Navigator• Developing Successful Business Partnerships• Managing Sustainable Teams, Alliances and Joint Ventures• Creating Competitive Advantage through Strategic Insight
Thunderbird Online Certificates
Benefits You• Sharpen/refresh your skills• Career transition/learn new skills• Update your credentials• Online flexibility
Thunderbird Online Certificates
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
T H U N D E R B I R D
Do You Have a Global Mindset?
Mansour Javidan, Ph.D.Director, The Garvin Center for
Cultures and Languages
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. State borders define less and less the boundaries of corporate thinking or practice.”
The Globalized World of Business
• 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
Eaton Corporation
• Eaton’s manufacturing operations:– 210 plants in 32 countries
• Eaton’s global supply chain:– At least 86 countries
• Eaton’s marketing:– US, Canada, Brazil, Mexico, Costa Rica, So
Africa, all of Western Europe, Russia, Australia, India, China, Singapore, Malaysia, So Korea, Thailand, and others....
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
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
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
Interviews Sponsored by Worldwide ERC FoundationUSAGregory M. Stewart, SCRP Chief Executive OfficerMeridianEaton Global
Kim FroggattVice President Of AsiaPrimacy World Headquarters
Chris JamesManager of Human ResourcesBechtel Corporation
Interviews Sponsored by Worldwide ERC FoundationHong KongP.O. MakHR Leader GE Capital Asia Pacific
John W. Allison Vice President, Human Resources, Asia Pacific DivisionFedEx Express BelgiumJohn PfeifferAssociates for International Research, Inc. (AIRINC)
Interviews Sponsored by Worldwide ERC FoundationChinaJeffrey AlbrightPresident of AsiaBriggs & Stratton Corp.
PolandFrancisco Munoz RamirezGeneral ManagerColgate Palmolive Poland Sp. z o.o
Interviews Sponsored by Worldwide ERC FoundationIndiaUVG SekarSenior Vice President and Global Head ofHRiGATE Global Solutions Ltd.
S. Padmanabhan Executive Vice President & Global Head, HR OperationsTATA Consulting Services Limited
Santrupt MisraDirector, HR & ITAditya Birla Management Corporation Ltd.
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 organization’s goals.
• Global Mindset is a set of individual attributes that enable and facilitate global leadership.
The ability to influence individuals, groups, organizations, and systems that are
unlike the leader’s.
Global MindsetSM
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 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 Mindset
• Someone with a global mindset enters a new and different situation with many more questions rather than answers, assumptions and presumptions.”
• “It’s being able to make sense of contrasting frames of reference and the ability to simultaneously see oneself as American and German.”
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.”
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.”
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.”
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.”
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.
Psychological Capital
What is the game?
Individuals who are
capable of perceiving, analyzing
and decoding the global operating
environment
Intellectual Capital
Individuals who have a
global mindset
Global Leaders who are
effective in influencing
people from
different socio-
cultural systems
What are the rules?How do we win?
Global Corporations
that are successful
in their different global
markets
Beh
avio
ral
Rep
erto
ire
Social Capital
Individuals who can accurately
identify effective managerial action
in the global operating
environment
Individuals who possess
the behavioral
flexibility and discipline to
act appropriately
Figure 2: Global Mindset and Effective Global Leadership
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
IC2: The global value network
• The global network of suppliers, customers, creditors, and partners
• Professional contacts worldwide• Ability to manage global networks
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
IC4: Cognitive Complexity
• The ability to understand and deal with complex global issues
IC5: Cultural Acumen
• Cultural self-awareness• Understanding cross cultural
differences• Exploit similarities to discover
differences• Understanding other histories and
cultures• Knowledge of other languages
Intellectual Capital: Summary
• Knowledge of the global industry• Global value network• The global organization• Cognitive complexity• Cultural intelligence
PC1: Strong psychological profile
• Resiliency• Curiosity• Fearlessness and risk taking
propensities• Quest for adventure• High self confidence; strength to
question one’s assumptions
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
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
PC3: Openness
• Global awareness• Positive attitude towards international
affairs• Willingness to share knowledge• Flexibility• Willingness to accept good ideas
wherever they come from
PC4:Passion and excitement
• Motivation to learn and adapt• Emotional connection• Showing interest in people
PC5: Cosmopolitanism
Cosmopolitan individuals have a world orientation that downplays their significance of nationality and cultural differences.
Psychological Capital: Summary
• Strong psychological profile• Attitudes towards cultural diversity• Openness• Passion and excitement• Cosmopolitanism
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
The ability to influence individuals, groups,
organizations, and systems that are unlike the leader’s.
Global MindsetSM
Global Mindset has three major components:
• Intellectual capital• Psychological capital• Social capital
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
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
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
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
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
Who needs a global mindset?
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
• “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.”
Live Q&A Session
If you have not already please type in your question(s) in the Q&A area on the right of
your screen.
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
