Global mobility is increasing due to push and pull factors that motivate people to move. Three key drivers of increasing global mobility are the growth of emerging markets, more global firms operating in foreign markets, and an increasing international assignee population, especially in emerging markets. The document discusses how these trends will impact where global organizations operate and how they manage international talent. It also profiles the rise of "Generation I" employees who are itinerant, innovative, and have an international mindset.

1. Global Mobility – The
Emergence of Generation I
Abhijit Bhaduri
Chief Learning Officer, Wipro Ltd
Thursday 7 October 2010
Deloitte LLP, Central London

2. I nevitable
© 2010 Deloitte LLP. Private and confidential 1

3. Global Mobility Forces
Push Factors Pull Factors
Not enough jobs Job opportunities
Few opportunities Better living conditions
Primitive conditions Political and/or religious
Desertification freedom
Famine or drought Enjoyment
Political fear or Education
persecution Better medical care
Poor medical care Attractive climates
Loss of wealth Global Mobility Security
Natural disasters Family links
Death threats Industry
Lack of political or Better chances of
religious freedom marrying
Pollution
Poor housing
Landlord/tenant issues
Bullying
Discrimination
Poor chances of marrying
Everett S. Lee (1966). "A Theory of Migration". University of Pennsylvania. http://www.jstor.org/pss/2060063. Retrieved
© 2010 Deloitte LLP. Private and confidential February 13, 2010.
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4. Business Drivers
Their impact on mobility
3

5. © 2010 Deloitte LLP. Private and confidential 4

6. Growth in emerging markets
• Global GDP growing at 3% in 2010
and 2011, expected to be 3.5% in
2012
• GDP of India growth is expected to
grow at 8%pa 2009 and 2018 and at
7% between 2018 and 2030.
• China’s GDP will increase from $3
trillion (2010) to $7 trillion (2020). Its
GDP will exceed those of all the
nations in Africa, Latin America, and
the Middle East combined.
• Africa’s collective GDP, at $1.6
trillion (2008), equals Brazil’s or
Russia’s.
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7. Global Firms in 2020
• Seventy-one percent of survey respondents with
less than US$1bn in annual revenue say they will
enter and compete in more foreign markets over
the coming decade
• Expat managers have proven to be too expensive
and often fail to absorb sufficiently the local culture
• Companies should consider adopting an approach
that balances local and central control
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8. Growth of International Assignee population
190,167
95,141
70,213
58,282
28,108 28,105 24,761
12,161
Worldwide North America EMEA Asia Pacific
1998 2008
Source: ORC Worldwide
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9. The most popular assignee destinations
Canada
2,733
Eastern
Europe
Western 10,583
Europe China
38,937 Middle 16,381
Japan
United States East 3,835
25,375
28,028
Caribbean Asia-Pacific
1,166
Africa
34,932
17,593
Latin
America
Average number of 7,470
Australia
assignees per participating & NZ
3,134
organisation:
204
Source: ORC Worldwide
© 2010 Deloitte LLP. Private and confidential

10. The highest growth is in the emerging markets
28,028
17,593
16,381
10,583
4,200
2,581 2,903 2,324
Africa Middle East Eastern Europe China
1998 2008
Source: ORC Worldwide
© 2010 Deloitte LLP. Private and confidential

11. Where Will Global Organizations Operate From
1950 1990 2007 2025
New York Tokyo Tokyo Tokyo
Tokyo New York New York Mumbai
London Mexico City Mexico City Delhi
Shanghai Sao Paulo Mumbai Dhaka
Paris Mumbai Sao Paulo Sao Paulo
Moscow Osaka Delhi Mexico City
Buenos Aires Kolkata Shanghai New York
Chicago Los Angeles Kolkata Kolkata
Kolkata Seoul Dhaka Shanghai
Beijing Buenos Aires Buenos Aires Karachi
Source: UN
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12. Chaotic Models Need Leaders Who Can Navigate Chaos
Image: learnquebec.ca
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13. Making Sense of the Chaos & Ambiguity
Courtesy Ramesh Ramakrishnan Iyer
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14. A Graying Workforce Demands Greater Productivity
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15. Population Pyramids – India, China, UK, US in 2020
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16. Global Blue Collar Mobility
High
Specialized Vocational Skills
Need for Physical Presence Strong Language Skills
Needs Physical Presence
Low High
Skill Portability
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17. Global White Collar Mobility
High/
Long Term Need for Physical Presence Short Exposure
Visits
Developmental
Assignment
Leverage Technology Leverage Technology
Short Term To Test Idea To Seed Idea
Low High
Universal Appeal of Idea
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18. I mplication – Shifting Center of Gravity
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19. 80% Want to Work Abroad; 70% Expect
to Use Non Native Languages
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20. Image: Sougata Ghosh
Involve & co-create
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21. Intimacy with Customers
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22. What is Wipro Doing
– Recruit local talent
– Stronger role of the govt needs strong country
managers
– Expat assignments will become short term
– Short exposure trips to absorb core values
– Center drives values, local drives business
– Turn high potential into global leaders
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23. I tinerant
http://abhijitbhaduri.com
© 2010 Deloitte LLP. Private and confidential
I
ndia
23

24. •98.3 million Indians
migrated within India
for jobs between 1991
– 2001
•India’s growth is
driven by 45m
entrepreneurs
India – the changing society
Courtesy Ramesh Ramakrishnan Iyer
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25. The 3rd Screen Impact
350 million people in India's labour force are
employed in non-permanent, non-salary work.
80 million Indians will join the global workforce by
2020 of which 45 mn will be absorbed by India's
services sector.
LG sells $3bn pa in India – a growth by 30% in the
first 7 months of 2010
Case Study: Reuters Market Light Project
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26. Ingenuity in Solving Problems
• 84,000 HNIs in 2008-09 had combined wealth of $310 billion
• 1,26,700 HNI Indians in 2009-10.
• The HNI population is expected to triple by 2016 to 2.5 lakhs with
small towns accounting for between 35 and 40 per cent.
• Highest HNI Growth in India
Source: World Wealth Report
It is not about the no. of mobile customers but who they
are and what they are doing with the technology
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27. Rise of Generation I
Itinerant
Innovative
International Mindset
Impatient
Invest in education
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28. Courtesy Ramesh Ramakrishnan Iyer
Immersion in New Markets & New Ideas
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29. Courtesy Ramesh Ramakrishnan Iyer
I nternational Talent Management
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30. Independent Skill Providers
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31. Courtesy Ramesh Ramakrishnan Iyer
Integrators – Complexity in Simple Terms
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32. Courtesy Ramesh Ramakrishnan Iyer
Idea-pickers as a Profession
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33. Courtesy Ramesh Ramakrishnan Iyer
Individualistic and Interdependent
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34. Courtesy Ramesh Ramakrishnan Iyer
It will happen sooner than you think
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35. The World Is Changing – Are
You?
Abhijit Bhaduri
Chief Learning Officer, Wipro Ltd
http://twitter.com/abhijitbhaduri
http://abhijitbhaduri.com
© 2010 Wipro Ltd - Confidential