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Global Talent Development Presentation Tel Aviv
- 1. GLOBAL TALENT DEVELOPMENT Tel Aviv, Israel September 5, 2011
- 4. Aperian Global - Global Presence
- 6. The Faces of Globalization Key growth markets will become more global every year.
- 8. Total Population by Region 1950, 1995, 2025, and 2050 (in millions) UN Medium Variant
- 18. What’s Going on in This Conversation? Mr. Dupont: We will probably need to keep the production lines open this Saturday. Ms. Chin: I see. Mr. Dupont: Can you come on Saturday? Ms. Chin: Yes, I think so. Mr. Dupont: It will be of great help. Ms. Chin: Yes, Saturday is a very special day. Mr. Dupont: Why is that? Ms. Chin: It is my son’s birthday. Mr. Dupont: Oh, I hope you will enjoy yourselves. Ms. Chin: Thank you for your understanding.
- 21. Establishing Solutions © 2010 Aperian Global 9. Influence across Boundaries Exercises leadership across multiple functions to accomplish objectives; serves as a corporate “ambassador,” or the face of the company; finds solutions when local resources are limited 10. Third Way Solutions Leads in development of unique solutions by articulating own expectations, drawing out perspectives of important participants not normally included in decision-making, “bridging” different views to create best solution for organization and its customers
- 27. GlobeSmart ® Cultural Dimensions Aspects of culture that represent a range of work styles in a multicultural work environment
Editor's Notes
- Working Globally Training © 2009 Aperian Global v904
- Working Globally Training © 2009 Aperian Global v904
- Working Globally Training © 2009 Aperian Global v904
- Working Globally Training © 2009 Aperian Global v904
- Working Globally Training © 2009 Aperian Global v904
- Working Globally Training © 2009 Aperian Global v904
- Working Globally Training © 2009 Aperian Global v904
- Working Globally Training © 2009 Aperian Global v904
- Working Globally Training © 2009 Aperian Global v904 G-7 / G-8 How does population growth, economic development affect global organizations? And how does it challenge global talent development initiatives within global organizations. Example with NN and their 50/50% in 2024. challenges their globalization efforts. They need to develop 2,500 new managers and 300-400 directors in the same period. How to ensure that the talent develop matches their truly global presence? From 1500 -1800 India’s economy was second only to China’s
- Based on interviews with truly succesful international leaders. All with experiences of living and working outside home country. Important that they were able to compare more generic leadership styles effective in a familiar environment with global leadership skills usefull on assignment.
- Example on cultural self-awareness (p. 39) prominent leaders at home fail in global roles. Or the example with the German Senior Manager who failed because of cultural self-awareness. Succesful global leaders have a thirst for knowledge and are asking good questions. Open to the specifics of the local market. A “that’s how we would do it at Headquarters will not fly”. Provide guidelines and be open to the fact that local markets differ.
- The example from page 55. Northern European democratic leadership style and more directive Czech leadership style. Build relationships by getting to know the employees. when trusting relationship has been build feedback can be very direct and detailed. Example with direct/indirect communication style. Include example where manager asks employee to work saturday
- Working Globally Training © Aperian Global v1004
- Ad 5: Global HQ and subsidiaries to what extend are locals truly involved in developing goals for the business? What does Global really mean? See the figures on p 80. Ad 6: how to evaluete talent? Who is evaluating and based on which values and behaviors: Most like us? Incorrect assessment of language skills - activities not results Misinterpretation based on cultural values, ex direct vs inddirect communication
- Ad 7: global leaders need to know the balance between when to adapt to local environment and when to add their perspective. When to push developments and add their perspective. Adapting too much does not necessarily accomplish their goals. Leaders in strategic roles to structure and guide processes while incorporating various forms of local knowledge Ad 8: identifying personal core values. Values that are non-negotiables – and be flexibel on other values. The case with bribery p. 104
- Ad 9: as a leader you will be seen as representing HQ. Leaders will have to very careful with what they do, say and how they act as they are often seen as a direct representative of the organization. Different than working at HQ where leaders have function but are not to the same extend seen as ambassadors. Saudi Aramco case p. 108. the job responsibility expands and leaders will have to work across funtions without the support from other functions they are used to at home. Ad 10: third way solutions draw upon all of the behaviors that have been outlined already, and therefore in a sense this term signifies the ability to put everythig together to generate real solutions. Balancing interests from HQ and local market. Keep
- Working Globally Training © 2009 Aperian Global v904