CQ: FROM CLASSROOMCQ: FROM CLASSROOMTO BOARD ROOMTO BOARD ROOMGuido GianassoGuido GianassoVP, Human CapitalVP, Human Capital
2Air Transport is the most global industry in the world.Air Transport is the most global industry in the world.Its main ch...
3 But until 2002 IATA was the reflection of the industry:the secretariat of international aviation conferencesrun by gove...
4IATA in 2001IATA in 2001Case for changeCase for change Liberalization and economic deregulationLiberalization and econo...
5-15.0-10.0-5.00.05.010.015.020.01996 1997 1998 1999 2000 2001 2002%changeyearonyearGlobal Commercial Airline Revenue Grow...
6Film: IATA TODAYIATA TODAY
7IATA is one of the most cultural diverse andIATA is one of the most cultural diverse andcomplex organizationscomplex orga...
8IATA challenges to lead the industry in the 21IATA challenges to lead the industry in the 21ststcenturycenturyand success...
9GEOCENTRISM*: A WorldGEOCENTRISM*: A World--Oriented ApproachOriented Approach The best men regardless of nationality ar...
10
11IATA Director Generals 1946IATA Director Generals 1946--20022002
12IATA IN 2002IATA IN 2002
13How to Move the Organization Forward ?How to Move the Organization Forward ?1. Creating the sense of urgencysense of urg...
14Creating the sense of urgency inCreating the sense of urgency inthe Top Management Team..the Top Management Team..
Power Distance vs. IndividualismPower Distance vs. Individualism515253545556575859510 30 50 70 90 110Small LargePower Dist...
Power Distance vs.Power Distance vs. IndividualismIndividualism515253545556575859510 30 50 70 90 110Small LargePower Dista...
17Layers of Managerial values for Indian senior executivesLayers of Managerial values for Indian senior executivesSituatio...
18Articulating the vision, strategy andArticulating the vision, strategy andensuring buyensuring buy--in..in..
19Articulating the StrategyArticulating the Strategy Bring diversity into the Senior Management Team Change the culture ...
20Cultural Intelligence (CQ)Cultural Intelligence (CQ) The capability to work effectively in culturallydiverse environments
21A partnership for research andA partnership for research andLeadership DevelopmentLeadership Development
22CQ and Performance in IATACQ and Performance in IATA8272 73677265 676040455055606570758085CQ Drive CQ Knowledge CQ Strat...
IATAIATAStrategyStrategyIATA ValuesCore CompetenciesPeopleSpeedInnovationChangeIntegrityTeamworkwith CulturalIntelligenceR...
24Building the winning coalitionBuilding the winning coalition
25IINTERCULTURALNTERCULTURALLLEADERSHIPEADERSHIPEENGAGEMENTNGAGEMENTAANDNDDDEVELOPMENTEVELOPMENT Drive change in the indu...
26II -- LEADLEAD 20 Change Agents20 Change Agents(10 from high power-distance collectivistic cultures - 10from low power-...
Project TeamOpeningWorkshop11-22 OctProject TeamClosing Workshop10-19 Jan 2011I-LEAD FinalWorkshop24-25 Jan 2011I-LEAD Lau...
28DriveDriveKnowledgeKnowledgeStrategyStrategyActionAction•Leader’s message•Lectures on Culture•Teaching Internal Teams•Tr...
2978Impact of IImpact of I--LEAD on CQLEAD on CQ
QUESTIONS???QUESTIONS???
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NTU Leadership Conference, Transformational Strategies for Succeeding in a Volatile Marketplace, Singapore, October 2011

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CQ: from Boardroom to classroom, NTU Leadership Conference, Transformational Strategies for Succeding in a Volatile Marketplace, Singapore, October 2011

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NTU Leadership Conference, Transformational Strategies for Succeeding in a Volatile Marketplace, Singapore, October 2011

  1. 1. CQ: FROM CLASSROOMCQ: FROM CLASSROOMTO BOARD ROOMTO BOARD ROOMGuido GianassoGuido GianassoVP, Human CapitalVP, Human Capital
  2. 2. 2Air Transport is the most global industry in the world.Air Transport is the most global industry in the world.Its main characteristics: Only the unpredictable is predictable Low Profitability Spectacular growth in Asia
  3. 3. 3 But until 2002 IATA was the reflection of the industry:the secretariat of international aviation conferencesrun by government owned entities
  4. 4. 4IATA in 2001IATA in 2001Case for changeCase for change Liberalization and economic deregulationLiberalization and economic deregulation Low cost carriersLow cost carriers …………..
  5. 5. 5-15.0-10.0-5.00.05.010.015.020.01996 1997 1998 1999 2000 2001 2002%changeyearonyearGlobal Commercial Airline Revenue GrowthGlobal Commercial Airline Revenue Growth
  6. 6. 6Film: IATA TODAYIATA TODAY
  7. 7. 7IATA is one of the most cultural diverse andIATA is one of the most cultural diverse andcomplex organizationscomplex organizations…… 120 nationalities in 70 offices Very strong matrix, project-based and networkbased elements
  8. 8. 8IATA challenges to lead the industry in the 21IATA challenges to lead the industry in the 21ststcenturycenturyand successfully manage globalization, competitionand successfully manage globalization, competitionand growth in Asia and Africa:and growth in Asia and Africa: Move from a “Ethnocentric” to a “Geocentric” cultureto run growing operations around the world Bring diversity to the top of the organization Find an alternative to the old “Expatriate-Colonial” or“Cultural Translator” approach with regard to operationsin Asia, Africa and the Middle East
  9. 9. 9GEOCENTRISM*: A WorldGEOCENTRISM*: A World--Oriented ApproachOriented Approach The best men regardless of nationality are appointed tosolve the company’s problems anywhere in the world Collaborative effort between subsidiaries andheadquarters to establish universal standards andpermissible local variations The Firm’s subsidiaries are neither satellites norindependent city states, but parts of a whole whose focusis on worldwide objectives as well as local objectives*H.V. Perlmutter (1969), The Tortuous Evolution of the Multinational Corporation
  10. 10. 10
  11. 11. 11IATA Director Generals 1946IATA Director Generals 1946--20022002
  12. 12. 12IATA IN 2002IATA IN 2002
  13. 13. 13How to Move the Organization Forward ?How to Move the Organization Forward ?1. Creating the sense of urgencysense of urgency within the TopManagement Team2. Articulating the visionvision, strategystrategy and ensuringensuringbuybuy--inin3.3. AligningAligning HR processes and systems4. Building a winning coalitionwinning coalition
  14. 14. 14Creating the sense of urgency inCreating the sense of urgency inthe Top Management Team..the Top Management Team..
  15. 15. Power Distance vs. IndividualismPower Distance vs. Individualism515253545556575859510 30 50 70 90 110Small LargePower Distance (PDI)CollectivistIndividualistIndividualism(IDV)• Guatemala• Costa Rica • Pakistan• Ecuador• Venezuela• Indonesia•Singapore • China•Thailand• Hong Kong• Romania• Mexico • Philippines• Russia• Arabs• Turkey• Iran• Japan• India• Switzerland FR• France• Belgium FR• Canada Quebec• Israel• Finland• Germany• Norway• Sweden• Denmark• New ZealandUnited States • UK• BrazilAustralia 
  16. 16. Power Distance vs.Power Distance vs. IndividualismIndividualism515253545556575859510 30 50 70 90 110Small LargePower Distance (PDI)CollectivistIndividualistIndividualism(IDV)67% 62%41%$29% 34% 31%3% 3%27%
  17. 17. 17Layers of Managerial values for Indian senior executivesLayers of Managerial values for Indian senior executivesSituational Values:Situational Values:Role dependant values contingent uponsituational elements of macro-environmentalpolicies and corporate cultureLAYERLAYERTHREETHREEIndividual Managerial Values:Individual Managerial Values:Work values ethical values and other suchvalues anchored to the core tradition but alsoin the process of transitionLAYERLAYERTWOTWOCore Traditional Values:Core Traditional Values:Deeply held robust and widely shared valuesLAYERLAYERONEONEMARKETMARKETCULTURECULTUREECONOMICECONOMICREFORMREFORMS.R. Chatterjee; C.A.L. Pearson, Indian Managers in Transition: Orientations, Work Goals, ValuesIndian Managers in Transition: Orientations, Work Goals, Values andandEthicsEthics, in Management International Review, 40, 2000
  18. 18. 18Articulating the vision, strategy andArticulating the vision, strategy andensuring buyensuring buy--in..in..
  19. 19. 19Articulating the StrategyArticulating the Strategy Bring diversity into the Senior Management Team Change the culture by introducing CQ among theorganizational core values and align HR systems andprocesses Develop a new generation of leaders able to operatesuccessfully across cultural and geographical boundaries
  20. 20. 20Cultural Intelligence (CQ)Cultural Intelligence (CQ) The capability to work effectively in culturallydiverse environments
  21. 21. 21A partnership for research andA partnership for research andLeadership DevelopmentLeadership Development
  22. 22. 22CQ and Performance in IATACQ and Performance in IATA8272 73677265 676040455055606570758085CQ Drive CQ Knowledge CQ Strategy CQ ActionA PlayerB Player
  23. 23. IATAIATAStrategyStrategyIATA ValuesCore CompetenciesPeopleSpeedInnovationChangeIntegrityTeamworkwith CulturalIntelligenceResultsLeadership1. ManpowerPlanning /OrganizationDesign2. Recruitment3. PerformanceAssessment4. Rewards5. DevelopmentAligning HC Policies and SystemsAligning HC Policies and Systemsto IATA Strategyto IATA Strategy
  24. 24. 24Building the winning coalitionBuilding the winning coalition
  25. 25. 25IINTERCULTURALNTERCULTURALLLEADERSHIPEADERSHIPEENGAGEMENTNGAGEMENTAANDNDDDEVELOPMENTEVELOPMENT Drive change in the industry and the organization Operate across geographical and cultural boundaries Bring added value to the business by working together onreal projectsDeveloping a new generation of IATA leaders able to:
  26. 26. 26II -- LEADLEAD 20 Change Agents20 Change Agents(10 from high power-distance collectivistic cultures - 10from low power-distance individualistic cultures) 100 Participants100 Participants(10 cohorts – 10 projects) 7 Locations7 Locations(Amman – Singapore – Miami - Montreal – Geneva –Johannesburg - Madrid)
  27. 27. Project TeamOpeningWorkshop11-22 OctProject TeamClosing Workshop10-19 Jan 2011I-LEAD FinalWorkshop24-25 Jan 2011I-LEAD LaunchWorkshop20-23 Sept20 Change Agents•10 high power-distance/ collectivisticcultures•10 low power-distance /individualisticculturesIn Singapore for 4daysPairs of ChangeAgents run local2-day workshopsand launchprojectsLocal teams meet for1-day workshop• Decision makingand next steps• Conduct teamfeedbackAll Change Agents plusone team member meetin Montreux for 1 ½days,• Report results• Share best practices• Agree to next steps indriving change11 - 13WEEKSLocal TeamsCompleteProjectWorkII--LEAD 2010LEAD 2010--2011 Process Overview2011 Process Overview
  28. 28. 28DriveDriveKnowledgeKnowledgeStrategyStrategyActionAction•Leader’s message•Lectures on Culture•Teaching Internal Teams•Traveling / Visiting•International Projects•Managing Internal/ExternalStakeholders•Leading Internal Teams•Conducting Research•CQ Self-Assessment &360°•Being Coached andCoachingEXPERIENTIALEXPERIENTIALCQ DIMENSIONSCQ DIMENSIONS II--LEAD ACTIVITIESLEAD ACTIVITIESDIDACTICDIDACTICSELFSELF--AWARENESSAWARENESS
  29. 29. 2978Impact of IImpact of I--LEAD on CQLEAD on CQ
  30. 30. QUESTIONS???QUESTIONS???

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