This document discusses leadership of dispersed teams from a distance. It provides definitions of dispersed teams as those separated by time and distance, and distance leadership as leadership in those contexts. The document outlines challenges of distance leadership, including finding the appropriate leadership style, maintaining relationships and trust, and developing employees' potential from afar. It also discusses challenges experienced by distance employees, such as isolation, difficulty identifying with distant leaders, and cultural differences being multiplied by geographic dispersion.
This document discusses leadership of dispersed teams from a distance. It provides definitions of dispersed teams as those separated by time and distance, and distance leadership as leadership in those contexts. The document outlines challenges of distance leadership, including finding the appropriate leadership style, maintaining relationships and trust, and developing employees' potential from afar. It also discusses challenges experienced by distance employees, such as isolation, difficulty identifying with distant leaders, and cultural differences being multiplied by geographic dispersion.
Hvordan omsætter du din virksomheds strategi til lean-implementering med konkrete målepunkter og aktionsrammer for virksomhedens enkelte enheder? Dette er det centrale omdrejningspunkt for Lean Executive uddannelsen. Det er nemlig et stort arbejde at gøre lean til en del af virksomhedens kultur, og det medfører ændring af ledelsens rolle i virksomheden.
Green partnerships 2014 First session: From Green Visions to Green BusinessDI - Dansk Industri
Presentations from the first session of the Conference Green Partnerships for Growth 2014 on 22 October 2014 at DI.
Green Partnerships for Growth is a cooperation between the Confederation of Danish Industry, the U.S. Embassy in Denmark and AmCham Denmark, promoting new partnerships and business opportunities by creating a framework that facilitates dialogue and collaboration.
It aims to facilitate and strengthen transatlantic political relations, and commercial partnerships between Danish and American clean tech companies.
This document summarizes research on challenges of global virtual collaboration and how leaders can address them. The research included 110 qualitative interviews and observations in 3 international companies, as well as surveys of 1376 virtual employees in 7 companies.
Key challenges included: temporal dispersion causing isolation; cultural/linguistic differences affecting communication styles; and technological issues like internet breakdowns.
To address these, leaders should create guidelines for response times; involve distant members in meetings; consider work-life balance; implement cultural awareness training; increase awareness of how language impacts media use; invest in infrastructure; limit and personally address members in meetings; and communicate clear goals using a flexible leadership style. Developing skills like cultural awareness, patience and open-
This document discusses global mindset and its importance for organizations. It begins by defining global mindset and outlining its benefits, such as identifying common ground across differences and building trust. Global mindset is described as both an individual competence and organizational capability. The document then provides an overview of the agenda, which includes introducing global mindset, learning from its implementation in practice, and an exercise to apply it to one's own organization. Drivers and barriers of developing global mindset are also examined.
The document discusses cultural differences that can impact business operations across borders. It provides a case study example of an issue that arose at a Malaysian subsidiary of a US company. When an American manager came to investigate a costly production error, she encountered challenges getting information from local managers due to cultural differences. Specifically, the local managers refused to single out the individual responsible, taking collective responsibility instead to protect the worker from shame and preserve group harmony, which they valued more highly than assigning direct blame. The document emphasizes the importance of understanding different cultural perspectives to avoid conflicts when operating internationally.
Hvordan omsætter du din virksomheds strategi til lean-implementering med konkrete målepunkter og aktionsrammer for virksomhedens enkelte enheder? Dette er det centrale omdrejningspunkt for Lean Executive uddannelsen. Det er nemlig et stort arbejde at gøre lean til en del af virksomhedens kultur, og det medfører ændring af ledelsens rolle i virksomheden.
Green partnerships 2014 First session: From Green Visions to Green BusinessDI - Dansk Industri
Presentations from the first session of the Conference Green Partnerships for Growth 2014 on 22 October 2014 at DI.
Green Partnerships for Growth is a cooperation between the Confederation of Danish Industry, the U.S. Embassy in Denmark and AmCham Denmark, promoting new partnerships and business opportunities by creating a framework that facilitates dialogue and collaboration.
It aims to facilitate and strengthen transatlantic political relations, and commercial partnerships between Danish and American clean tech companies.
This document summarizes research on challenges of global virtual collaboration and how leaders can address them. The research included 110 qualitative interviews and observations in 3 international companies, as well as surveys of 1376 virtual employees in 7 companies.
Key challenges included: temporal dispersion causing isolation; cultural/linguistic differences affecting communication styles; and technological issues like internet breakdowns.
To address these, leaders should create guidelines for response times; involve distant members in meetings; consider work-life balance; implement cultural awareness training; increase awareness of how language impacts media use; invest in infrastructure; limit and personally address members in meetings; and communicate clear goals using a flexible leadership style. Developing skills like cultural awareness, patience and open-
This document discusses global mindset and its importance for organizations. It begins by defining global mindset and outlining its benefits, such as identifying common ground across differences and building trust. Global mindset is described as both an individual competence and organizational capability. The document then provides an overview of the agenda, which includes introducing global mindset, learning from its implementation in practice, and an exercise to apply it to one's own organization. Drivers and barriers of developing global mindset are also examined.
The document discusses cultural differences that can impact business operations across borders. It provides a case study example of an issue that arose at a Malaysian subsidiary of a US company. When an American manager came to investigate a costly production error, she encountered challenges getting information from local managers due to cultural differences. Specifically, the local managers refused to single out the individual responsible, taking collective responsibility instead to protect the worker from shame and preserve group harmony, which they valued more highly than assigning direct blame. The document emphasizes the importance of understanding different cultural perspectives to avoid conflicts when operating internationally.
This document discusses global versus international leadership and what characterizes leadership in a global context. It provides definitions of global and international, noting that global leadership encompasses leading an organization, people, and oneself with a holistic worldview beyond borders. The document then outlines five essentials of global leadership: solid management/leadership skills, a "glocal" mindset, leadership agility, extra effort to bridge distances, and self-awareness/reflection. It also discusses Danish leadership style internationally, noting both advantages like openness but also potential downsides if not adapted to other cultures.
This document describes a structured process for selecting new export markets. It involves three steps:
1. Wide screening of potential markets based on general factors like purchasing power and infrastructure to identify relevant markets.
2. Fine screening of relevant markets across two dimensions: market attractiveness factors and the company's competitiveness in that market. This identifies the most attractive and suitable segments.
3. Evaluation of markets using a matrix to assess attractiveness and competitiveness, identifying core markets with the largest potential as high in both dimensions. Non-interesting markets are low in both. The tool provides a framework to locate markets for the company's best potential and optimal resource utilization.
This document discusses distance leadership and leading dispersed teams. It provides definitions of dispersed teams as teams separated by time and distance, and distance leadership as leadership in those contexts. It identifies challenges of distance leadership, including finding the appropriate leadership style, handling feelings of lost control, and developing trust across distances. It also discusses challenges for distance employees, such as isolation and difficulty identifying with distant leaders. The document provides guidance on developing a distance charter and leadership strategies to address these challenges, including overcommunication, aligning expectations, addressing cultural differences, and periodically meeting face-to-face to build trust.
This document discusses global mindset as a driver for global leadership and collaboration. It provides an overview of an upcoming presentation on global mindset, which will define global mindset, discuss how it benefits both individuals and organizations, and provide examples from a case study of how an organization developed and enacted a global mindset. The presentation aims to help organizations understand how to develop global mindset within their own context to improve strategic outcomes.
3. jun. 14
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Kilde: Danmarks Statistik og DI, sidste obs. apr. 2014
Omsætning i engroshandlen
3 mdr. gns. af sæsonkorrigeret årsniveau
Engroshandel med føde-, drikke- og tobaksvarer
Engroshandel med tekstiler og husholdsningsudstyr
Anden engroshandel
8. jun. 14
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Kilde: Danmarks Statistik og DI, sidste obs. apr. 2014
Momsangivet værditilvækst i engroshandlen
3 mdr. gns. af sæsonkorrigeret årsniveau
Engroshandel med føde-, drikke- og tobaksvarer
Engroshandel med tekstiler og husholdsningsudstyr
Anden engroshandel
9. jun. 14
9
Omsætning på engroshandlens område
Mio. kr., sæsonkorrigeret
2011 2012 2013 januar til april 2014 Pct. vækst ift.
samme periode
året før
Mio. kr. Mio. kr.
Engroshandlen 849.942 863.199 860.759 285.302 -0,3
Agenturhandel 32.570 36.689 33.784 10.508 -13,3
Engroshandel med korn og foderstof 42.700 45.605 42.376 13.120 -9,4
Engroshandel med føde-, drikke- og tobaksvarer 154.092 151.122 154.077 49.288 -3,5
Engroshandel med tekstiler og husholdsningsudstyr 203.662 199.995 201.439 67.920 0,0
Engroshandel med it-udstyr 58.968 60.231 60.581 20.506 3,7
Engroshandel med andre maskiner 82.154 87.760 92.583 29.864 -0,5
Anden engroshandel 276.343 281.787 275.021 95.112 4,7
Kilde: Danmarks Statistik og DI, seneste obs. april 2014
10. jun. 14
10
Omsætning på engroshandlens område
Mio. kr., sæsonkorrigeret
Eksport Indenlandsk salg
2013 Seneste 3 mdr. Pct. vækst de 2013 Seneste 3 mdr. Pct. vækst de
seneste 3 mdr. seneste 3 mdr.
ift. foregående ift. foregående
Engroshandlen 279.182 69.432 0,8 581.409 143075,9 -1,7
Agenturhandel 18.804 3.965 13,6 14.980 3871,2 1,5
Engroshandel med korn og foderstof 9.956 2.490 0,0 32.420 7270,8 -4,6
Engroshandel med føde-, drikke- og tobaksvarer 35.555 9.276 2,8 118.522 27339,9 -10,0
Engroshandel med tekstiler og husholdsningsudstyr 78.267 20.872 1,9 123.172 30117,2 -1,0
Engroshandel med it-udstyr 17.654 4.324 1,5 42.927 10981,1 2,2
Engroshandel med andre maskiner 25.525 6.124 -2,9 67.058 16522,2 -1,5
Anden engroshandel 93.247 22.779 -0,3 181.774 48323,5 4,4
Kilde: Danmarks Statistik og DI, seneste obs. april 2014