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 presentation aims to brief about the a dream job in global mindset. Its explaining the reaction of people in the global. Also, its helping in developing global mindset.
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
Organizations need strategic planning because the world changes constantly. It is foolhardy and unrealistic to assume that economic conditions, consumer needs and expectations, competition in the marketplace, or a host of other factors will remain the same for two, three or five years into the future.
Insights from strategy consultants such as McKinsey and Gartner have revealed that although strategic planning is a basic business practice, many organisations are struggling to make it work--the results often fail to meet expectations.
Moreover, our research and experience have found that most strategic planning processes are poorly conceptualised and poorly executed; the process is often not very creative, and it is tactical rather than strategic in nature; and the so-called strategic plan rarely impacts the day-to-day decisions made in the organization.
To be successful, a strategic planning process should provide a template against which all such decisions can be evaluated.
What this guide will focus is not so much on "strategy tools," but a step-by-step systematic approach to strategic planning. The strategic planning process presented consists of eight sequential steps to guide organizational leaders and key stakeholders to plan and create its future. The Eight Steps of Strategic Planning include:
- Step 1: Plan the Planning Process
- Step 2: Define Shared Values and Mission
- Step 3: Analyze the Current Organizational Profile
- Step 4: Create an Inspiring Vision
- Step 5: Compare Current to Envisioned Organization
- Step 6: Develop Strategies, Objectives and Plans
- Step 7: Execute Action Plans
- Step 8: Monitor Results and Make Improvements
This comprehensive Strategic Planning PPT training presentation provides a model for transforming organizations and contains seven ingredients that are necessary for such transformations; that is, the strategic planning:
- Is future focused
- Is leadership driven, not leader driven
- Provides for a high level of organizational involvement
- Produces a plan that is widely understood and accepted
- Produces a plan that is comprehensive and detailed
- Is a model that can be rigorously applied
- Provides the energizing force to drive the transformation
As a process guide, the steps presented offer a unique and powerful approach to strategic planning. The steps and/or sub-steps may be adapted to suit the specific needs and desires of the organization.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of strategic planning
2. Describe the eight-step strategic planning process and the key frameworks and tools
3. Define the key factors for successful strategic planning
CONTENTS
1. Key Concepts and Principles of Strategic Planning
2. Strategic Planning Process: The Eight-step Strategic Planning Model
3. Key Strategy Frameworks and Tools
4. Strategic Planning Best Practices
New leadership in the digital age: Chief Digital Officer, Community Managers and Change Agents and Activists. Based on data from recent digital workplace survey by Jane McConnell.
A presentation given as part of the MSc in Management at Leeds University Business School.
Mick addresses some of the fundamentals of leadership, and 6 of today's most pressing Leadership challenges.
The presentation aims to brief about the a dream job in global mindset. Its explaining the reaction of people in the global. Also, its helping in developing global mindset.
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
Organizations need strategic planning because the world changes constantly. It is foolhardy and unrealistic to assume that economic conditions, consumer needs and expectations, competition in the marketplace, or a host of other factors will remain the same for two, three or five years into the future.
Insights from strategy consultants such as McKinsey and Gartner have revealed that although strategic planning is a basic business practice, many organisations are struggling to make it work--the results often fail to meet expectations.
Moreover, our research and experience have found that most strategic planning processes are poorly conceptualised and poorly executed; the process is often not very creative, and it is tactical rather than strategic in nature; and the so-called strategic plan rarely impacts the day-to-day decisions made in the organization.
To be successful, a strategic planning process should provide a template against which all such decisions can be evaluated.
What this guide will focus is not so much on "strategy tools," but a step-by-step systematic approach to strategic planning. The strategic planning process presented consists of eight sequential steps to guide organizational leaders and key stakeholders to plan and create its future. The Eight Steps of Strategic Planning include:
- Step 1: Plan the Planning Process
- Step 2: Define Shared Values and Mission
- Step 3: Analyze the Current Organizational Profile
- Step 4: Create an Inspiring Vision
- Step 5: Compare Current to Envisioned Organization
- Step 6: Develop Strategies, Objectives and Plans
- Step 7: Execute Action Plans
- Step 8: Monitor Results and Make Improvements
This comprehensive Strategic Planning PPT training presentation provides a model for transforming organizations and contains seven ingredients that are necessary for such transformations; that is, the strategic planning:
- Is future focused
- Is leadership driven, not leader driven
- Provides for a high level of organizational involvement
- Produces a plan that is widely understood and accepted
- Produces a plan that is comprehensive and detailed
- Is a model that can be rigorously applied
- Provides the energizing force to drive the transformation
As a process guide, the steps presented offer a unique and powerful approach to strategic planning. The steps and/or sub-steps may be adapted to suit the specific needs and desires of the organization.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of strategic planning
2. Describe the eight-step strategic planning process and the key frameworks and tools
3. Define the key factors for successful strategic planning
CONTENTS
1. Key Concepts and Principles of Strategic Planning
2. Strategic Planning Process: The Eight-step Strategic Planning Model
3. Key Strategy Frameworks and Tools
4. Strategic Planning Best Practices
New leadership in the digital age: Chief Digital Officer, Community Managers and Change Agents and Activists. Based on data from recent digital workplace survey by Jane McConnell.
A presentation given as part of the MSc in Management at Leeds University Business School.
Mick addresses some of the fundamentals of leadership, and 6 of today's most pressing Leadership challenges.
This leadership ppt is based on a research project involving 200 specially selected high-potential leaders from 120 co's around the world. Reference- "What Got You Here Won't Get You There " by Marshall Goldsmith
Putting Succession Planning into Practice – Talent Assessment and DevelopmentThe HR Observer
The session will start with the complexities organisations face when it comes to succession planning. Who do we develop, why and how? We will talk through the use of performance data, adherence to values, engagement and other dimensions in the talent identification process ultimately debating 'Potential'. How do we measure potential? What does it mean? Once organisations have a 'long list' of candidate nominations, how and what do we assess; leadership behaviour, cognitive agility, learning agility and emotional intelligence. We will then close by making the link between the diagnostic development activities and L&D curriculum design.
Amanda White, Managing Director, Innovative HR Solutions
Chris Ryan, CEO, CRSystems
The best leaders lead for far more than notoriety or a paycheck - they lead for a purpose that transcends themselves. Drawing heavily on the life and work of Dr. Viktor Frankl, this presentation discusses how to lead with purpose.
Prosci Change-Enabling Systems Webinar (Jan 18 and 19, 2017). "To address today’s state of change, organizations are establishing change-enabling systems to house and grow key change capabilities. The challenge is ensuring that these systems and capabilities are effectively driving change results."
http://www.prosci.com/webinars
Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.
Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)
You will learn what values-based leadership really is, sort out some of the misconceptions, and learn what the pros and cons of implementing a values-based leadership style are.
IT Transformation: Program management delivers interdependent initiatives for benefits that align to key strategic goals. Business Transformation process and cycle
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
Building the Agile Enterprise: A New Model for HRJosh Bersin
Josh Bersin's IMPACT 2012 Keynote Speech ... "The Agile Enterprise" - how HR must rapidly evolve through changes in strategy, learning, leadership, and technology to adapt to today's agile management model. Detailed notes available from Bersin & Associates.
You can use this presentation to facilitate a workshop to create awareness on your organization of the Agile mindset, as a change agent like a Scrum Master or an Agile Coach.
Steps:
1. Define what culture is based on the Schneider Culture Model.
2. Map Agile Principles on culture.
3. Map your company's culture on the Schneider Culture Model.
4. Have an "a-ha!" moment for your Agile needs as a company.
Materials:
Card and canvas are included in the presentation.
Post-its
Pens
Scissors
https://drive.google.com/drive/folders/1RFWlG3drAdVKUmeNktgodT3FYMC1KWKB
Participant:
3-6 people for each group
Min 2 groups required
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
Reprogramming Leadership for Agility - September 2016Pete Behrens
Interested in scaling agile to your entire organization? Most leaders look to scaling frameworks to drive their adoption and growth. However, research shows that the largest impediment to further agile adoption is organizational leaders and culture.
This presentation provides a framework for leaders to begin with their own thinking and behaviors - to role model agility for the organization to improve adoption, sustain and grow agility in their organizations.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
This leadership ppt is based on a research project involving 200 specially selected high-potential leaders from 120 co's around the world. Reference- "What Got You Here Won't Get You There " by Marshall Goldsmith
Putting Succession Planning into Practice – Talent Assessment and DevelopmentThe HR Observer
The session will start with the complexities organisations face when it comes to succession planning. Who do we develop, why and how? We will talk through the use of performance data, adherence to values, engagement and other dimensions in the talent identification process ultimately debating 'Potential'. How do we measure potential? What does it mean? Once organisations have a 'long list' of candidate nominations, how and what do we assess; leadership behaviour, cognitive agility, learning agility and emotional intelligence. We will then close by making the link between the diagnostic development activities and L&D curriculum design.
Amanda White, Managing Director, Innovative HR Solutions
Chris Ryan, CEO, CRSystems
The best leaders lead for far more than notoriety or a paycheck - they lead for a purpose that transcends themselves. Drawing heavily on the life and work of Dr. Viktor Frankl, this presentation discusses how to lead with purpose.
Prosci Change-Enabling Systems Webinar (Jan 18 and 19, 2017). "To address today’s state of change, organizations are establishing change-enabling systems to house and grow key change capabilities. The challenge is ensuring that these systems and capabilities are effectively driving change results."
http://www.prosci.com/webinars
Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.
Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)
You will learn what values-based leadership really is, sort out some of the misconceptions, and learn what the pros and cons of implementing a values-based leadership style are.
IT Transformation: Program management delivers interdependent initiatives for benefits that align to key strategic goals. Business Transformation process and cycle
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
Building the Agile Enterprise: A New Model for HRJosh Bersin
Josh Bersin's IMPACT 2012 Keynote Speech ... "The Agile Enterprise" - how HR must rapidly evolve through changes in strategy, learning, leadership, and technology to adapt to today's agile management model. Detailed notes available from Bersin & Associates.
You can use this presentation to facilitate a workshop to create awareness on your organization of the Agile mindset, as a change agent like a Scrum Master or an Agile Coach.
Steps:
1. Define what culture is based on the Schneider Culture Model.
2. Map Agile Principles on culture.
3. Map your company's culture on the Schneider Culture Model.
4. Have an "a-ha!" moment for your Agile needs as a company.
Materials:
Card and canvas are included in the presentation.
Post-its
Pens
Scissors
https://drive.google.com/drive/folders/1RFWlG3drAdVKUmeNktgodT3FYMC1KWKB
Participant:
3-6 people for each group
Min 2 groups required
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
Reprogramming Leadership for Agility - September 2016Pete Behrens
Interested in scaling agile to your entire organization? Most leaders look to scaling frameworks to drive their adoption and growth. However, research shows that the largest impediment to further agile adoption is organizational leaders and culture.
This presentation provides a framework for leaders to begin with their own thinking and behaviors - to role model agility for the organization to improve adoption, sustain and grow agility in their organizations.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
We know much about globalizing corporations via technology and the like; we know much less about globalizing people. What globalization means for executives as individuals---how their roles change with globalization; what individual personality traits, skills, and experiences will matter most; and how easy, or difficult, it is for them to adjust. Indeed, corporations are raising concerns about their management teams. Based on an extensive research project including data from over 14,000 managers from companies around the world, this session will describe essential global leadership attributes called Global Mindset. They are attributes that move beyond cross-cultural intelligence to the ability to operate effectively in different institutional, legal, and social contexts. You will leave this session with a clear understanding of what Global Mindset is, how to measure it, and, most importantly, how to nurture it in your organization in ways that leverage performance and effectiveness.
Dr. Rick Goodman shares useful tips on developing and using negotiation skills in work and everyday life. For more information visit www.rickgoodman.com and www.advantagecontinuingeducationseminars.com
Food product development group assignment presentation #3Kern Rocke
Course: Food Product Development
Group Assignment looking at the consumer acceptability of fast food outlets in and around the University of the West Indies, St.Augustine Campus
The process of pasteurization was named after Louis Pasteur (1960S) who discovered that spoilage organisms could be inactivated in wine by applying heat at temperatures below its boiling point. The process was later applied to milk and remains the most important operation in the processing of milk.
Pasteurization made milk safer and the United State Food and drug Administration or FDA in the 1906-2006.
See download link below.
Here is a free compilation of all the freebies you might need for your presentations, or other creative projects, including fonts, colors, icons and more.
Download link: https://www.dropbox.com/s/ziy3976c8qxn51y/The%20Ultimate%20Freebies%20Guide%20for%20Presentations.pdf
This presentation was created 100% in PowerPoint by my presentation design agency Slides. We are based in Spain (Europe) but have clients worldwide.
Drop me an email and we will discuss your project.
You and I have wasted enough time on PowerPoint Presentations. It's a necessary evil, but there are much better ways to approach it. Based off a talk I gave @ APTS. Enjoy!
Your welcome email (or lack thereof) sets the tone for the email marketing relationship you have with your subscribers—make sure it's sending the right message!
Did you know that Tuesdays at 11am is one of the worst possible times to send your email campaigns? Stop relying on guesswork and hunches to drive your email marketing--you might be shooting yourself in the foot. Learn How to Tweak Your Email Messaging to Generate More Leads!
View full presentation here: http://www.hubspot.com/the-science-of-email-marketing/
Presented at Hofstra University on 3/9/12 in the Leo Guthart Cultural Center Theater. Topics discussed included the evolution of marketing, advertising, and how to best use social media for personal branding use.
Are you leveraging social proof to optimally boost leads and sales? Checkout out these tricks for harnessing current and past customer success (testimonials, star ratings, customer action shots, etc.) to drive more conversions.
You'll learn:
- What kinds of social proof aid conversion (and why)
- Common conversion-killing social proof cases to avoid
- When and where social proof matters on a landing page
- How to score/grade the quality of your social proof
- What elements make a highly persuasive testimonial (and how to get them)
BONUS: Learn my "CRAVENS" methodology -- a simple scorecard for measuring the quality of social proof to effectively persuade conversion. CRAVENS = Credible, Relevant, Attractive, Visual, Enumerated, Nearby [anxiety points], Specific.
Note: A "craven" is a chicken, quitter, scaredy cat, etc. The CRAVENS model focuses on leveraging social proof to strategically reduce anxiety (i.e. scaredy cat, abandonment tendencies) and in turn boost conversion. Get ready for some actionable social proof tips and some epic LOL cat slides! #RememberTheCravens (scaredy cats!)
>> Presented Aug 26, 2014 for an Unbounce Webinar.
Short link: http://j.mp/socialproofcrowebinar
Pitching Ideas: How to sell your ideas to othersJeroen van Geel
Learn how to convince others of your UX ideas by understanding them.
We are good in designing usable and engaging products and services. We understand the user's needs and have a toolkit with dozens of deliverables. But for some reason it remains difficult to sell an idea or concept to team members, managers or clients. After this session that problem will be solved!
Selling your ideas and convincing others is one of the most undervalued assets in our field. This ranges from convincing a colleague to use a certain design pattern to selling research to your boss and convincing a client to go for your concept. You can come up with the best ideas in the world, but if it is presented in the wrong way these ideas will die a lonely dead. This is sad, because everybody can learn how to bring a message across. The main thing is that you know what to pay attention to.
In this session I will take you on a journey through the world of presenting ideas. We will move through the heads of clients and your colleagues, learn what their thoughts and needs are. We will move to the core of your idea and into the world of psychology.
This presentation describes the programme in more details. This is a part-time Master degree program for senior managers. This is an international program delivered by a consortium of schools based in China, Brazil, India,
UK, Canada.
Organizations must battle a highly competitive business environment where ambiguity, interdependence, diversity, and unpredictable fast change require leaders to strengthen their intercultural awareness to foster healthy global business environment. Developing CQ skills requires examining organizational dynamics and a leader's cultural diversity lens to build a global mindset of curiosity, respect and inclusion that fosters resilient relationships.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
This was written using a collaborative process that began with me creating an outline based on the client's rough draft and an in-depth phone call. This gave her direction to flesh out some detail for the next draft, which I will then edited, adding and rewriting sections as needed. There were a number of iterations of this process until it was complete.
Cross culture management is an art. Successful Organisation managed it well. In this age of globalisation Multinational, multicultural organisations need to know the local and global mind - sets for the smooth operation of the organisation.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
1. Dec.
14
DI –Confederationof Danish Industry
Global Mindset
Adriver for global leadership
and collaboration
2. Intellectual property
This material is based on the PhD- dissertation of Rikke K. Nielsen, Doctoral School of Organization & Management Studies at Copenhagen Business School.
The dissertation is entitled:
Global Mindset as Managerial Meta-competence and Organizational Capability: Boundary-crossing Leadership Cooperation in the MNC. The Case of ‘Group Mindset’ in Solar A/S (PhD Series 24.2014)
2
The PhD project has been carried out in collaboration with the Global Leadership Academy.
3. Global mindset is more than a managerial competence
3
WHY:
•Organizations grow increasingly more global NOT less so
•Creating the right kind of organization to meet the global economy is key
•Talented managers with global mindset are not enough –it requires structures, processes and practices
Global mindset is a critical success factor for organizational outcomes
4. Objectives
1.Provide state-of-art knowledge on global mindset
2.Offer inspiration from “company-specific” global mindset practices
3.Assist in clarifying the potential contribution of global mindset in your own organizational context
4.Assist in identifying enablers and barriers that either contribute to or hinder the development of global mindset in own organization
4
5. Agenda –an overview
1. Introducing global mindset
•Why global mindset? –definitions and value proposition
•What is global mindset: Research state-of-the-art
•Global mindset is both individual and organizational
•Global mindset is a competence and capability
•Strategic, organizational global mindset
•The strategic global mindset capability model
2. Learnings from global mindset in practice
•Governance and behaviors
•Enablers and barriers
3. Exercise: Global mindset in your organizational context
4. Wrap-up
5
6. Agenda
1. Introducing global mindset
•Why global mindset? –definitions and value proposition
•What is global mindset: Research state-of-the-art
•Global mindset is both individual and organizational
•Global mindset is a competence and capability
•Strategic, organizational global mindset
•The strategic global mindset capability model
2. Learnings from global mindset in practice
•Governance and behaviors
•Enablers and barriers
3. Exercise: Global mindset in your organizational context
4. Wrap-up
5
7. Why global mindset?
Countering the ‘globalization penalty’ that multinational organizations incur by:
•Identifying common ground that transcends differences, diversities, local specificities
•Lowering transaction costs of interaction
•Obtaining agility and smoothness in operations
•Building trust
•Facilitating cooperation across borders and boundaries
•Creating social architecture and ‘glue technology’
6
9. Whatis global mindset? A practitioner’stake
”Global mindsetis beingcomfortablewith beinguncomfortablein uncomfortableplaces.”
Source:Global mindsetresearcher Mansour Javidanquotinga practitionerparticipant at the Academy of Management, San Antonio 2011
10. What is global mindset? A managerial competence
10
Source:Javidanet al. (2013) have developed the Global Mindset Inventory, a psycometrictool to help determine a global leader’s ability to better influence individuals, groups and organizations unlike themselves. Read more
Introduction to Global Mindset Inventory
11. Global mindset is more than a managerial competence: 2 interlinked perspectives
11
Individual perspective
•“The functions of an individual global mindset to a global leader are a means to structure the complex global reality and to provide guidelines for appropriate leadership behavior like formulating a global vision and interpersonal skills.” (Dekker, Jansen & Vinkenburg, 2005, p. 2)
Organizational perspective
•“… a highly complex cognitive structure characterized by an openness to and articulation of multiple cultural and strategic realities on both global and local levels, and the cognitive ability to mediate and integrate across this multiplicity.” (Levy et al., 2008, p.21)
1
2
12. 12
Individual vs. organizational/collective global mindset?
“The concept of mindset applies not only to individuals, but also to organizations”.
“Mindsets are the origination point of all workplace behavior.”
(Paul, 2000, p. 187-188)
Workplace behavior
Organi- zationalmindset
Individual mindset
13. Benefits of global mindset
•“The content and processes of multinational firms’ sensemakingsystemscan be a distinct competitive advantage or disadvantage.”(Caproni, Lenway& Murtha, 1992, p. 2)
•The benefits of a global mindset is created because the organization not only has:
“A grasp of and insight into the needs of the local market, it is also able to build cognitive bridges across these needs and between these needs and the company’s own global experience and capabilities.”(Govindarajan& Gupta, 2001, p. 118)
•”A company’s ability to develop transnational organizational capability and management mentality will be the key factor that separates the winners from the mere survivors in the emerging international environment.” (Barlett& Ghoshal, 1987, p. 52)
14. Characteristics of global mindset
Global mindset is:
1.Thinking and acting global and local
2.An individual meta-competence
3.Both generic and situational
4.A strategic organizational capability
14
15. 1. Global mindset also includes local mindset: Not ”either-or” but ”both-and”
•A dual perspective on global mindset means that:
•Being local is part of being global, not in opposition to or the opposite of being global
•Global means holistic, all-encompassing, with a view to all aspects or parts of a situation
•Being global is not only a question of crossing national borders or ‘being the UN’, but of boundaries in general -and how to span and bridge boundaries with a view to strategic performance
•Think and act both global and local.
16. Global mindset governance: Nuancing the ”global-local” dichotomy
16
Standardization/ integration
Localization/ differentiation
Global values/group values:
Ideal:Similar interpretation of values-Homogeneity
-Alignment as harmonization, ”third way” and synthesis
-Simplification
-MM Strategy implementors
Global mindset/’group mindset’
Ideal:‘Just-enough’ cooperation with disciplined agility
-Heterogeneity
-Alignment as knowledge sharing on demand and voluntary best practice proliferation-Simplification andamplification
-MM strategy co-creators
17. 2. Global mindset is a meta- competence
•A meta-competence is generally ”firm non-specific, industry non-specificand can be utilized in the accomplishment of a variety of different tasks.” (Nordhaug, 2003, p. 58)
•Global mindset is a meta-competence in the sense that it supports and facilitatesthe appropriate use of other managerial competences in global collaboration or international strategy execution situations.
17
18. Global mindset is an individual meta- competence
•A meta-competence is generally ”firm and industry non-specific and can be utilized in the accomplishment of a variety of different tasks.” (Nordhaug, 2003, p. 58)
•Global mindset as a meta- competence supports and facilitatesthe appropriate use of other managerial competences in global collaboration or international strategy execution situations.
18
global leader
as knowledge broker
and social capitalist
global leader
as paradox navigator
global leader
as boundary-spanner
and frontier worker
global leader
as
intercultural leader
Global mindset
leadership
19. 19
3. Global mindset: Generic or situational?
UNIVERSALISM:
•Best practice
•”onesizefitsall”
CONTEXTUAL VIEW:
•Culturalism
•Comparativeview
•International, ”MNC view”
GLOBAL MINDSET
20. 4. Global mindset is a both acompetence and a capability
…which is the organizational ability to perform a coordinated task, utilizing organizational resources, for the purpose of achieving particular results. (Helfat, 2003, p. 1)
Global mindset facilitates:
1.International strategy execution
2.Global leadership as a practice, which develops between people rather than within people.
20
Organizational capability
Inter- national strategy execution
Global leadership
22. Agenda
1. Introducingglobal mindset
•Whyglobal mindset? –definitions and valueproposition
•Whatis global mindset: Research state-of-the-art
•Global mindsetis bothindividualand organizational
•Global mindsetis a competenceand capability
•Strategic, organizationalglobal mindset
•The strategicglobal mindsetcapabilitymodel
2. Learnings from global mindsetin practice
•Governanceand behaviors
•Enablersand barriers
3. Exercise: Global mindsetin yourorganizationalcontext
4. Wrap-up
5
23. Discovery, courage, curiosity
Lack of English skills
Common language and platforms (SAP/Microsoft, GLP)
International exposure and interaction
Modular business model
‘One company’: Gross margin as common denominator
Language training
Corporate communications
Blue ocean/’new normal’: First mover – business model
Bottom-up sharing of success and competence communities
Lack of imagination
Low employee mobility
Conglomerate-outlookand fragmentation
Local mindset performance management
Disconnect from group as imagined communnity
Poor quality of interaction
Non-homecountry and ‘electric-Goliath’ inferiority complexand challenger stigma
‘Cold canvas’ experience
Development and
enactment
of
‘global/groupmindset’
in PhDcase company
-an example
Clear business case and ”what’s in it for me/us”
Red ocean/back to normal: Traditionalists
DRIVING FORCES: ENABLERS
RESTRAINING FORCES: BARRIERS
International intro and training
Isolation
Middle management communication cascading /managerial ‘human hub’
Middle manager communication dead end
23
24. Drivers of global mindset -inspiration
Organizational drivers of global mindset capability
1.Foreign language proficiency
2.Common language
3.Being alert to “local” developmentsituations
4.Diversity requirements for staffing
5.Short-term international assignments
6.Global career paths
7.Talent status and pipeline
8.Objectives and assessment
9.Technological bridge building
10.Learning through coopetition
Individual drivers of global mindset competence
1.Complex leadership role
2.Network
3.Recent, positive, global experience that has yielded results
4.English
5.Command of other foreign languages
6.Self-awareness
7.Personality
8.Dealing with complexity
9.Family life
10.Diversity on their home ground
24
25. Four drivers cultivating global mindset
25
•Formal education (language skills, knowledge building regards marketsand cultures)
•Participation in cross-borders business teams and projects
•Utilization of diverse locations for teams and project meetings
•Immersion experiences in foreign cultures (int. assignments and expatriation)
•Promoting geographic and cultural diversity among the senior management ranks
•Dispersion of business unit HQs geographically
•Defining and cultivating aset of core values in the org.
•Widespread, global distributionof ownership rights
•Cultivation of an internal labourmarket driven by meritocracy
•Job rotation across geographic regions, business divisions, and functions
•Cultivation of interpersonal social ties among people based in different locations
•Arouse self-consciousness and explicitationof existing mindset; e.g. through benchmarking and knowledge of different practice (direct mapping and indirect mapping)
•Selection and demographic make-up of organizing
•criteria for promotion
•talent management
•performance management
•knowledge sharing
•communication
1. Cultivating curiosity about the world and commitment to becoming smarter about how the world works
2. Articulating the current mindset
3. Cultivating knowledge regarding diverse cultures and markets
4. A disciplined attempt to develop an integrated perspective that weaves together diverse strands of knowledge about culture
Source:Govindarajan& Gupta(2001): The Quest for Global Dominance, pp. 124-140
26. Agenda
1. Introducing global mindset
•Why global mindset? –definitions and value proposition
•What is global mindset: Research state-of-the-art
•Global mindset is both individual and organizational
•Global mindset is a competence and capability
•Strategic, organizational global mindset
•The strategic global mindset capability model
2. Learnings from global mindset in practice
•Governance and behaviors
•Enablers and barriers
3. Exercise: Global mindset in your organizational context
4. Wrap-up
5
27. Exercise: Global mindset in your own organizational context
Ask yourself the following questions:
1.Business case & Benefits: Global collaboration is difficult, so why bother? What’s the value proposition in your organization/team/function for collaborating globally?
2.Borders & Boundaries: What boundaries are particularly relevant in your practice? What are the sources of notable advantages/disadvantages?
3.Behaviors: What are the enabler/facilitators of global mindset in your practice? What are the barriers/detractors of global mindset in your practice?
4.Bottom-line: Based on your organizational practice, develop your individual global mindset force field (see Force Field analysis sheet). 27
28. OwnForce Field Analysis
Force-field analysisis a framework for looking at the factors (forces) that influence a situation. It looks at forces that are either driving movement toward a goal (positive forces) or restraining movement toward a goal (negative forces).
About the Tool
Force Field Analysis was created by Kurt Lewinin the 1940s. Originally, it was used in social psychology but today, Force Field Analysis is widely used in business, e.g. for analyzing situations and making and communicating go/no- go decisions.
You use the tool by listing all of the factors (forces) that influence a situation, decision or change. Afterwards address
a)strengthening the forces that support the situation or change, and/or
b)weakening the forces that work against it.
29. Own
Force Field Analysis
Development and
enactment
of
‘global mindset’
in
(…..organization……)
DRIVING FORCES: ENABLERS
RESTRAINING FORCES: BARRIERS
30. Agenda
1. Introducing global mindset
•Why global mindset? –definitions and value proposition
•What is global mindset: Research state-of-the-art
•Global mindset is both individual and organizational
•Global mindset is a competence and capability
•Strategic, organizational global mindset
•The strategic global mindset capability model
2. Learnings from global mindset in practice
•Governance and behaviors
•Enablers and barriers
3. Exercise: Global mindset in your organizational context
4. Wrap-up
5
31. Wrap-up and concluding remarks
•Strategic global mindset: Why and how is global mindset necessary for achievement of business goals? Global mindset is not an HR task and is more than traditional cross-cultural training. Focus on business case vis-a-viscontent and participants.
•Local is part of global –global is also local. Global mindset is not integration mindset.
•”Reverse sub optimization”: Global mindset is not corporate/headquarter /HQ) mindset : Can you actually foster more global mindset by training HQ in ‘local’ mindset?
•Global mindset governance: Focus on behaviors, i.e. knowing- doing gap; thinking vs. acting; mindset vs. action
•Global mindset as proposed in this presentation is a proposal for ”glocal”-management practice and behaviors.
31
32. Who needs global mindset?
#1 Hierarchical Levels”The value added by global mindset, and the value subtracted by its absence, is likely to be strongest in the case of those individuals who are directly responsible for managing cross-border activities, followed by those who must interact frequently with colleagues from other countries.”
#2 Managers vs. Employees“Companies choose different approaches when setting up their organizational frameworks for global collaboration, but more and more managers and employees find themselves in complex cultural environments.”
“…an increasing number of individuals require some degree of sensitivity to different cultural perspectives in order to do their jobs well and to successfully navigate within complex global organizations.”
#3 Global vs. Local”Some global managers may be expatriates; many, if not most, have been expatriates at some point in their career, but probably only few expatriates are global managers.”
“At the same time, local managers in lead countries may not be expatriates, but they will need a global mindset.”
32
33. Before you …
33
Ask us…
For further information or questions please contact:
•Ph.D. Rikke K. Nielsen at rkn.ioa@cbs.dkor
•Leadership Development Advisor, DI –Dansk Industri, Andrea Straub-Bauer at ansb@di.dk