Developing agile leaders

1. Developing culturally agile global business
leaders
Paula Caligiuri
The current lack of culturally agile business leaders is affect-
ing organizations’ global competitiveness and their plans for
future strategic growth. This leadership challenge has
become a serious concern for those in the executive suite
of global firms: over 1,000 CEOs in more than 50 countries
named ‘‘managing diverse cultures’’ as one of the top con-
cerns threatening the competitive success of their organiza-
tions. These CEOs stated the need for leaders who are able to
effectively manage in complex global environments, who are
able to negotiate cultural challenges and conflicts, and who
understand seemingly conflicting regulatory requirements,
unexpected costs, and diverse stakeholders in foreign coun-
tries. To address these needs, Johnson & Johnson, IBM,
Procter & Gamble, and other firms require their leaders to
possess cultural agility, the ability to quickly, comfortably,
and effectively work in different cultures and with people
from different cultures. The organizations better able to
develop and deploy culturally agile leaders will gain compe-
titive advantages in the future.
The most effective global leaders know that while there
are times when cultural adaptation is needed, there are also
times when cultural adaptability is inappropriate; when the
best approach is to minimize the differences across cultures
and maintain the organization’s standard. There are other
times when creating an entirely new approach — one which
represents no single culture completely — is a strategic
necessity. The most effective culturally agile leaders choose
from these possible responses, knowing when to adapt to a
cultural norm, when to minimize or persuasively override a
cultural norm, and when to integrate multiple cultural
norms. They leverage each of these three, when needed
and when appropriate. Exhibit 1 presents the definitions and
the sample tasks that tend to require these various beha-
vioral responses of culturally agile leaders.
DIMENSIONS OF CULTURAL AGILITY AND
GLOBAL LEADERSHIP TASKS
Ina studyI conductedwith IbraizTarique,wefound thatamong
over two hundred global leaders from more than forty coun-
tries, those global leaders who possessed the greater number
ofavailableculturalresponses earnedhigherratingsfromtheir
supervisors on their ability to effectively work with colleagues
from different cultures. Effective global leaders are able to
competently execute all three of possible responses: cultural
adaptation, cultural minimization, and cultural integration. In
other words, successful global leaders such as Carlos Ghosn
(CEO of Nissan and Renault) and Liu Chuanzhi (former CEO of
Legend Holdings Ltd., the parent company of Lenovo) appear
to have multiple tools in their proverbial leadership toolboxes
to address cultural differences. Let’s consider each of the
three dimensions concurrently and times when they are stra-
tegically advantageous for leaders.
Cultural Adaptation and the Other Dimensions
When responding with cultural adaptation, leader will adjust
their behaviors to the expected norm of the cultural context.
Leaders in sales, marketing, and customer service may
require a more refined level of cultural adaptation than
leaders in manufacturing or R&D to accurately understand
clients’ tastes and preferences, develop client relationships,
gain trust, appear credible, and meet expectations for ser-
vice. In this context, researcher Chanthika Pornpitakpan
found that in the sales scenarios when the American sales
representatives adapted their behaviors to be more consis-
tent with the expected cultural norms of their Japanese and
Thai clients, they were perceived more favorably and had
Organizational Dynamics (2013) 42, 175—182
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2. better anticipated outcomes (such as being granted a con-
tract or being considered for future sales) when behaviors
were adapted to fit the norms of the culture. In the case of
client development, adaptation was critical.
For almost all global leaders, even those not in the func-
tional areas of sales, marketing, public relations, or govern-
ment relations (the functional areas with the greatest
number of tasks requiring adaptation), there will likely be
some component of their role requiring them to operate with
cultural adaptation, comporting their behavioral responses
to behave, as expected, in the given cultural context. This
may happen, most generally, when leaders need to motivate,
persuade, gain trust, instill confidence, and influence sub-
ordinates at the local level. As leaders move away from
headquarters and regional headquarters to local subsidiaries
(e.g., manufacturing plants), they should consider how their
behaviors appear in the eyes of those they lead. To do so,
global leaders need to fully understand the cross-cultural
differences and how to change their behaviors to be most
effective in the given context.
Cultural Minimization and the Other Dimensions
At the other extreme of cultural responses is cultural mini-
mization. When using this response, leaders aim to control
any cultural differences to create consistency and limit
variation from a desired norm. The clearest example of
the need for cultural minimization is in the case of global
operations. Many of the leadership tasks in production facil-
ities need this response to maintain quality, safety, and
efficiency standards while, concurrently reducing waste,
time, inventory, and injury. Any cultural differences inherent
in the behavioral index of, say, for example, safety or quality,
would need to be minimized though effective leadership.
This cultural response can rarely happen in isolation. The
way in which leaders behave to motivate workers to hold
these standardization goals should be adapted to the local
culture. Many articles and books have been written on the
cross-national differences in expected norms for leaders
(and, by extension, followers). For example, comparing
the predictors of productivity in the United Kingdom and
China, Giles Hirst and his colleagues found that production
workers from the United Kingdom felt less stress when their
leaders gave them greater autonomy. The effect on the
Chinese production workers, preferring more directive lea-
dership, was the opposite. They experienced greater stress
levels with the increased autonomy.
When examining the cultural responses of manufacturing
and operations global leaders, the leaders with a greater
number of cultural responses, including higher levels of
cultural adaptation and cultural integration, were rated as
more effective by their supervisors on their ability to super-
vise people from different countries. In the case of these
manufacturing and operations global leaders, minimizing the
Dimension of
Cultural Agility:
Behavioral response for the
given dimension cultural
agility:
Sample leadership tasks in which the
given behavioral response is often
needed:
Cultural
Adaptation
The leader will adapt to the
cultural differences in the
environment and adjust to
the expected norm in each
culture.
Selling or marketing products and
services
Motivating and persuading
subordinates from different cultures
Building credibility and trust with
colleagues and clients
Working with host national
government and regulatory agencies
Cultural
Minimization
The leader will try to control
any cultural differences that
exist in order to create
consistency and limit
variation around the world
and across cultures.
Maintaining codes of conduct and
ethical standards set by the
organization
Upholding organizational values
Upholding regulatory and quality
standards for production
Cultural Integration
The leader will collaborate
across cultures in order to
create a new approach,
solution, practice, etc.
acceptable to all cultures
affected.
Leading multicultural and
geographically distributed teams
Encouraging innovation and creative
ideas from colleagues cultures
Leading a international joint venture
when integration of policies,
practices, organizational values is a
strategic imperative
Integrating post merger or acquisition
when motivating and retaining
acquired staff from the other cultural
context is critical
.
.
.
.
.
.
.
.
.
.
.
Exhibit 1 The behavioral responses of culturally agile leaders.
176 P. Caligiuri

3. goals was necessary but not sufficient for success. The opera-
tions managers needed to adapt or integrate, the way they
communicated and motivated their employees.
For almost all global leaders, there will be some compo-
nent of their role requiring them to operate with cultural
minimization, working to control or override any cultural
differences and to ensure consistency in the outcome in areas
such as maintain safety standards, codes of conduct, quality
standards, fiscal controls, corporate values, and codes of
ethics. To accomplish this, global leaders need to fully under-
stand the cross-cultural differences which might impede the
creation of the standard and leverage their cross-cultural
competencies to ensure the standard is obtained.
At the same time, global leaders need to understand the
cultural differences which affect a desired business outcome
and also understand what to do with that knowledge to
successfully influence others’ behavior. In a research study,
Ping Ping Fu and fourteen colleagues from many countries
examined the cross-national differences in the effectiveness
of various influence strategies. Their study found that cul-
tural differences affected the way in which influence tactics
are perceived. People who held the cultural belief that the
course of life is predetermined by fate and destiny found that
being assertive and coercive to be an effective influence
strategy. Those in the study who lived in more collectivist
societies responded well to positive social relationships as
the source of influence. Assertiveness and coercion were
found to be less effective strategies. Global leaders need
both cultural understanding and cross-cultural competencies
to execute a repertoire of possible responses.
Cultural Integration and the Other Dimensions
The challenge for global leaders’ is even more nuanced in
circumstances when they are working with those from more
than one other culture and the situation requires that they
operate with cultural integration. Global project or R&D
teams in some of the world’s most innovative organizations,
such as 3 M and CSL, often have high-skilled professionals
from many cultures working together. The team leaders will
collaborate with their subordinates and colleagues with
diverse cultural lenses in order to create a new approach
which would be deemed acceptable (or equally unaccepta-
ble) to those affected. When leading global teams, whether
geographically-distributed or co-located, a leader’s cultural
integration is critical. They need to understand when to
impose a standard team practice and when to take the time
to create the approach that works across cultures but does
not reflect any one culture specifically.
In their research, P. Christopher Early and Elaine Mosa-
kowski highlighted the need for cultural integration in het-
erogeneous or culturally diverse teams. They found that,
over time, teams functioned best when they had created a
hybrid team culture which included their own team norms for
interactions, communications, and goal setting. This seminal
research provides solid advice for global leaders using cul-
tural integration to encourage their teams to foster their own
rules for ‘‘interpersonal and task-related interactions, crea-
tion of high team performance expectations, effective com-
munication and conflict management styles, and the
development of a common identity.’’ Using all three cultural
responses, team leaders will need to identify those non-
negotiable elements of the team’s work (e.g., performance
standards and deadlines) and determine the best way to
ensure those standards are met.
HOW TO DEVELOP CULTURAL AGILITY IN
GLOBAL BUSINESS LEADERS
These three cultural responses — cultural minimization, cul-
tural adaptation, and cultural integration — are critical for
global leadership success. Unfortunately, research suggests
that less than fifteen percent of the leaders had orientations
toward all three. Starting from a low base rate, it is also
important to recognize that having these possible responses
available is not enough. Successful global leaders need to not
justhavethethreeculturalresponsesavailable;theyalsoneed
to activate them appropriately when needed. To do this,
leaders need to possess certain cross-cultural competencies
that enable them to build their cultural understanding and
repertoire of responses across a variety of situations. Cross-
cultural competencies and, thus, cultural agility, can be devel-
oped; however the conditions for development to occur need
to be fully understood and implemented in practice.
In a speech at General Electric in 1997, Jack Welch said
‘‘The Jack Welch of the future cannot be like 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.’’ The proclamation offers both the truth and the
myth of global leadership development. While there is both
wisdom and truth that significant international experiences
can be developmental, it is a myth that anyone who spends
time in another country will gain the necessary competencies
to be a global business leader.
A recent survey of Chief Human Resources Officers
(CHROs) found ‘‘developing future leaders’’ to be the most
critical deliverable of the HR function to help their organiza-
tions compete globally. This same deliverable, however, is
also high on another list; named as one of their function’s
least effective capabilities. Three erroneous assumptions are
at the collective root of the problem for the current state of
global leadership development: (1) the assumption that any-
one can develop cross-cultural competencies, (2) the
assumption that all international experience is developmen-
tal, and (3) the assumption that all organizations’ climates of
global firms support the development of cultural agility. Each
one of these erroneous assumptions negatively affects the
speed and effectiveness of global leadership development.
By understanding these assumptions in the context of how
cross-cultural competencies are developed, practices can be
better designed to increase the level of cultural agility among
global business leaders and the speed in which this critical
mega-competency is developed.
The understanding of how cultural agility is developed is
rooted in research suggesting the right people, when given
the right developmental opportunities, and supported by the
right organizational climate are the ones most likely to
develop cross-cultural competencies, the foundation of cul-
tural agility. Like other competencies, people vary in their
Developing culturally agile global business leaders 177

4. level of proficiency depending on a combination of their
natural characteristics. This suggests that better managerial
selection is needed for global leadership development.
At the same time, cultural agility is a skill, that is, a
practiced act, suggesting that well designed developmental
experiential opportunities are critical for global leadership
development. Lastly, the organizational climate in which
development will occur is also important. All three (summar-
ized in Exhibit 2) managerial selection, experiential oppor-
tunities and organizational climate — are discussed in the
subsequent sections.
Managerial Selection and the Development of
Cultural Agility
Cross-cultural competencies (and all competencies for that
matter) are composed of knowledge, skills, abilities, and
other personality characteristics which enable a leader to
successfully perform a given job or task. We have found that
successful global leaders share cross-cultural competencies
such as tolerance of ambiguity, cultural flexibility, and low
ethnocentrism. Leaders with these competencies are given
higher ratings on their global leadership tasks (e.g., nego-
tiating with people from other cultures and supervising
people from other cultures) than those scoring low on these
competencies.
Within cross-cultural competencies, we also found that a
large portion of each competency is composed of personality
characteristics. For example, low ethnocentrism was related
to higher emotional strength, higher openness, and extra-
version — all personality characteristics. This is an important
finding because personality characteristics are relatively
fixed, predisposing individuals to behave somewhat predic-
tably across situations. Personality characteristics are more
immutable, less likely to change over time and tenure in the
organization. This is important because it suggests that
managers are not going to be able to change and gain
competencies as a function of (even the best) of their
developmental cross-cultural experiences. This finding
makes selection and assessment for these characteristics
critical at the time employees enter the organization, rather
than hope they will ‘‘re-wire’’ once they move into the
organization’s leadership ranks.
Three personality traits are particularly relevant for
developing global leaders: openness, extroversion and emo-
tional stability. Leaders with higher levels of these person-
ality characteristics are more likely to interact with others
from different cultures, seek novel cross-cultural experi-
ences, and act with resilience in ambiguous situation often
encountered when working internationally. In the context of
global leadership development, we should think about per-
sonality characteristics in two ways: (1) these characteristics
directly influence leaders’ ability to perform well in different
Development of
Global Leaders'
Cultural Agility
Organizational
Culture and
Climate that
supports the
development of
cultural agility
Experiential
Opportunities that
offer significant,
peer-level
contact with
colleagues from
different cultures.
Managerial
Selection to fill a
pipeline of future
leaders with traits
necessary to
readily develop
cultural agility
Exhibit 2 Factors affecting the development of global leaders’ cultural agility.
178 P. Caligiuri

5. cultures and with people from different cultures and (2)
these characteristics are accelerators for the acquisition of
cross-cultural competencies, enabling leaders to make faster
developmental gains through well-designed experiential
opportunities such as international assignments, global
teams, and cross-cultural mentoring. In research parlance,
personality has both a direct and moderating effect on global
leadership success.
Let’s consider these three personality characteristics a bit
more closely. Global leaders who have a higher level of
extraversion are comfortable in social settings, seek to form
interpersonal relationships with colleagues from different
cultures and, as a result, tend to be more likely to effectively
learn the social culture when operating in different cultural
contexts. Leaders who have a higher level of openness are
receptive to experiencing new and different ways of doing
things. Global leaders with higher levels of openness will
actively seek novel intercultural experiences that, in turn,
have the propensity to increase their cross-cultural compe-
tencies. They also feel more comfortable with the ambiguity
inherent in cross-cultural situations. Likewise, emotional
stability is another personality characteristic related to
global leadership development because the train increases
leaders’ psychological comfort working internationally and
with people from different cultures. Three are a variety of
ways these characteristics can be assessed such as, validated
tests, structured interviews and assessment centers.
Experiential Opportunities and the Development
of Cultural Agility
Business leaders with international experience, whether as
expatriates or frequent business travelers, have not, neces-
sarily gained cultural agility. Global leadership development
systems often have this erroneous assumption embedded in
their succession plans: managers with greater levels of cross-
cultural experience have ‘‘earned the badge’’ (so to speak)
and are considered global leaders because they completed an
international assignment or worked in a role requiring sig-
nificant international travel. Our research has found this is
not necessarily true. Merely labeling an assignment or role
‘‘developmental’’ in a succession plan does not make it truly
developmental. However, international and cross-cultural
experiences can be highly developmental when structured
well with an understanding of how cultural agility is gained.
The way in which cross-cultural competencies are devel-
oped is known. Developmental cross-cultural experiences
should have, at minimum, three key features: (1) meaningful
peer-level collaborations with colleagues from different cul-
tures, (2) opportunities to stretch one’s knowledge, skills and
abilities in different cultures, and (3) opportunities to
receive feedback on one’s performance in a cross-cultural
context. Let’s consider each.
The first feature suggests that meaningful peer-level
interaction or contact with people from a different cultural
group will create more positive attitudes toward people from
that culture. For developmental gains to occur, positive
affect toward people from different cultures is critical. Thus,
it is important for leaders and future leaders to have mean-
ingful, peer-level interactions with people from a different
culture or cultures. These meaningful interactions allow
peers to work collaboratively toward a common goal in an
environment that supports their collaborative success. Inter-
national assignees with greater levels of meaningful contact
with host nationals had the greatest level of adjustment to
their host country and the better potential for developmen-
tal gains from the experience.
The second feature of developmental experiences — that
leaders and future leaders be given an opportunity to prac-
tice culturally-appropriate behaviors in a different cultural
context — warrants elaboration. The traditional corporate
settings and expatriate communities do not, necessarily,
provide rich developmental experiences. Oftentimes they
are so inherently similar to one’s own culture that a beha-
vioral stretch does not occur. In addition, developmental
experiences should give leaders the opportunity to question
and test the limits of their knowledge and assumptions and
learn the extent to which they are culture-bound. In situa-
tions similar to one’s own culture, this limit is not tested
because the cultures of the expatriate community or regional
corporate headquarters might be familiar to one’s home
culture.
The third feature of truly developmental experiences is
that leaders should receive feedback on their performance in
cross-cultural situations. To use a leadership example, cul-
tures differ in terms of how directive, approachable, and
paternalistic leaders should be to earn the respect of their
subordinates. It would be helpful for new global leaders to
understand how their leadership behaviors are being inter-
preted through the cultural lens of their subordinates, espe-
cially when cultural adaptation is needed in order to be
effective. Global leaders from organizations such as Merck
and Medtronic credit the feedback received during interna-
tional experiences as instrumental in helping build their
repertoire of responses in cross-cultural situations.
These features pose an inherent dilemma for some global
leadership development activities: Is it is difficult for more
senior leaders to develop because they are less likely to have
access to peers (there are fewer peer-level individuals across
cultures) and those who will give them honest feedback about
their performance. The latter is particularly true in cultures
higher in the cultural dimension of power distance (e.g.,
Japan, Mexico, China), where people tend to show great
deference to those in leadership roles. One approach to
leadership development is to have high-contact experiences
occur earlier in one’s career, when critical feedback is more
likely to be offered and when peers are more readily available.
For international and cross-cultural experiences to be
truly developmental from the perspective of building
cross-cultural competencies and, in turn, cultural agility,
they need to satisfy these three aforementioned conditions.
Any given experience can be assessed for these qualities,
such as in the example of a developmental international
assignment in Exhibit 3. Also to increase the rate and effec-
tiveness of global leadership development opportunities, the
measurement and reward of actual cross-cultural competen-
cies gained should be used.
Organizational Culture and Climate and the
Development of Cultural Agility
The previous section suggests that better selection (the right
person) and leadership development experiences (the right
Developing culturally agile global business leaders 179

6. Developmental
Cross-Cultural
Experience
Will this leader have
opportunities to
collaborate and
have meaningful
contact with peer-
level host
nationals?
Will this leader
receive training
and feedback on
culturally -
appropriate
behaviors?
Will this leader be
working in an
environment where
the cultural limits of
his or her
knowledge, skills,
and abilities will be
tested?
Exhibit 3 Example of how to evaluate the developmental qualities of a cross-cultural experience.
Dimension of Cultural Agility Climate Sample Item
Work Unit
People in my work unit cooperate well
with teams located in other countries.
Immediate Supervisor
My immediate manager is open to diverse
ways of thinking and behaving.
Senior Leaders
Senior leaders have clearly articulated the
importance of global growth for the long-
term success of the organization.
Global Work Facilitation
I have the tools that I need to
communicate effectively with work
colleagues located in other countries.
Global Competitiveness
This organization is making the changes
necessary to compete effectively in a
global economy.
Exhibit 4 The dimensions of the cultural agility climate.
180 P. Caligiuri

7. opportunity) would, collectively, increase the cultural agility
of global leaders. These practices, however, cannot happen
in a vacuum from the organization’s culture and climate.
Leading global companies are instilling cultural agility into
their organizational climates by reinforcing its importance
through leaders, supervisors, and within work units. These
organizations are highlighting the importance of global com-
petitiveness for the future success of their organizations and
demonstrating commitment by investing in ways to facilitate
collaboration with colleagues around the world. They know
that cultural agility climate is critical to attract, retain and
motivate their most culturally-competent employees.
In a global study of over 1,200 professionals designed to
examine the five dimensions of their organizations’ cul-
tural agility climate (see Exhibit 4). Given that people
affect the creation of the cultural agility organizational
climate, the first three dimensions of climate that we
examined are people-related: work unit colleagues, direct
supervisors, and organization leaders. The fourth dimen-
sion of the cultural agility organizational climate is the
organization’s effectiveness in providing the necessary
tools and training to facilitate global work. The fifth
dimension is the organization’s overall global competitive-
ness, whether the company is perceived by employees to
be successful globally.
Our results suggest that senior leaders are the most
important dimension when promoting a climate of cultural
agility. Specifically, we found that employees need to (1)
have confidence in their senior leaders’ abilities to lead
globally, (2) perceive that their leaders are open to diverse
ways of thinking and behaving, and (3) perceive their
leaders to demonstrate the importance of globalization.
When we consider this finding in the context of global
leadership development, we have a ‘‘chicken and the
egg’’ problem: culturally agile leaders will positively affect
the organizational climate that will foster global leadership
development. Organizations need to start from their own
reality. If they have a strong cultural agility climate, their
leadership development practices should thrive. If they do
not, focusing on the organizational climate concurrently
with the global leadership development practices is war-
ranted.
CONCLUSION
Developing global leaders requires a full integration across a
variety of practices within the organization, especially for
the human resource management function. At the start of the
employment lifecycle, it is important to recruit those future
leaders who more likely to become culturally agile. Once in
the organization, the leadership development practices
should include well-crafted cross-cultural experiences,
including international assignments, global project team-
work, and cross-cultural coaching. At the organizational
level, it is important to foster the firm’s climate for cultural
agility which would include making an honest assessment of
those in senior leadership roles and measuring the other
dimensions of the climate to make positive changes where
needed. These practices, however critical, cannot happen in
isolation, but they can be successfully integrated into orga-
nizations’ strategic and global growth initiatives. It is worth
the investment of time and money to get these practices
right because they are critical for an organization to compete
globally and win the future.
Developing culturally agile global business leaders 181

8. Selected bibliography
This article expands on the research included in my book
Cultural Agility: Building a Pipeline of Successful Global
Professionals (San Francisco, CA: Jossey-Bass, 2012). This
book delves into the specific practices necessary for organi-
zations to build cultural agility and cross-cultural competen-
cies in their current and future global leaders.
For readers interested in a comprehensive overview of the
global leadership research, see Mark E. Mendenhall, Joyce
Osland, Allan Bird, Gary R. Oddou, Martha L. Maznevski,
Michael Stevens, and Günter K. Stahl, Global Leadership:
Research, Practice, and Development (New York, NY: Rou-
tledge, 2013); and Joyce Osland, Ming Li, and Ying Wang,
Advances in Global Leadership (Bingley, UK: Emerald,
expected 2014). These edited volumes highlight the key
findings affecting both the science and practice of global
leadership development.
To read more about the personality and experiential
factors which influence the development of dynamic cross-
cultural competencies, see Sharon Leiba-O’Sullivan’s,
‘‘The Distinction Between Stable and Dynamic Cross-cul-
tural Competencies: Implications for Expatriate Trainabil-
ity’’, Journal of International Business Studies, 1999, 30,
709—725; and Paula Caligiuri and Ibraiz Tarique’s,
‘‘Dynamic Cross-cultural Competencies and Global Leader-
ship Effectiveness’’, Journal of World Business, 2012, 47,
612—622.
For more information about the dimensions of the orga-
nizational climate for cultural agility you can download the
Cultural Agility Organizational Climate: 2013 Global Bench-
marking Study from http://www.culturalagility.com/
research.
Paula Caligiuri is the D’Amore-McKim Distinguished Professor of International Business and Strategy at Northeast-
ern University, Boston, MA 02115, USA where she researches and teaches in the area cultural agility and global
leadership development. She works extensively with leading organizations across a wide range of industries,
including private sector, military, and non-profit organizations. She has written several articles and books
including, Cultural Agility: Building a Pipeline of Successful Global Professionals (2012). She is the current HR
Area Editor for the Journal of International Business Studies, is a research fellow with the E&Y Institute for
Emerging Market Studies and is a frequent expert guest on CNN and CNN International covering career and
management-related topics. She holds a Ph.D. from Penn State University in industrial and organizational
psychology (email: pcaligiuri@gmail.com).
182 P. Caligiuri