The document discusses a survey of the world's most admired companies (WMACs) and their views on globalization and talent management. It finds that WMACs see globalization as a more pressing issue than peer companies and are more proactive in addressing it through strategic workforce planning and leadership development. The top human capital priorities for WMACs are recruiting leaders with future skills and leadership succession planning to deal with talent shortages. Globalization is driving the need to balance domestic and global opportunities and manage talent across markets.

2.  The world’s largest corporations are embracing a greater push for globalization.
 Based on a survey conducted in connection with the 2015 World’s Most Admired
Companies (WMAC) ranking, the megatrends and the challenges they present are
very much on the minds of senior leaders in these organizations.
 Globalization is seen to be a much more pressing issue by the WMACs than by
peer organizations.
 The human capital priorities most frequently cited by WMAC respondents as
“critical” or “very important” suggest that, in their view, leadership and talent will
be a key to success.

3.  Challenges WMACs are attempting to navigate include “dealing with talent
shortages for leadership roles,” “developing next generation leadership benches,”
and “helping Baby Boomer leaders adapt to rapid change.”
 Sixty-one percent of WMAC respondents see globalization as one of the top three
megatrends impacting their strategic workforce planning (i.e., the future
composition of the workforce), versus 46% of peer company respondents.
 Seventy-three percent of WMAC respondents report that a plan is either already
being implemented or has been defined and agreed, as compared with just 46% of
peer company respondents.
 6 megatrends used in Globalization 2.0

4.  Globalization 2.0
 Environment crisis
 Technology convergence
 Individualism
 Digitization
 Demographic change

5.  These six megatrends are also fundamentally changing how people work and what
they want from their employers.

6.  is a process of interaction and integration among the people, companies, and
governments of different nations, a process driven by international trade and
investment and aided by information technology.
 Globalization is seen to be a much more pressing issue by the WMACs than by
peer organizations.
 Globalization, in particular, is at the forefront of business planning and strategies.

7.  1800-2000
 World shrunk from medium to small
 Focus on multi-national companies flattening the world through marketing and
economic means

8.  Power continues to shift to fast-developing markets in Asia – to India and China,
in particular.
 In fact, the International Monetary Fund predicts that by 2050 only three of the
top 10 world economies will be in the West – U.S., Germany and the U.K. To
exploit opportunities, companies will need to increase local participation in
strategic and operational decisions.

9.  more than 340,00 team members
 Ranked #8 on World’s Most Admired Companies
 Ranked #1 delivery industry

10.  Globalization is seen to be a much more pressing issue by the WMACs than by
peer organizations.
 Seventy-two percent of WMAC respondents report that globalization will have a
“very important” or “important” impact on their organizations, as compared with
52% of peer company respondents.
 A key challenge will be “balancing domestic vs. global business opportunities and
allocating resources effectively amid quickly changing consumer consumption
behaviors,” according to one U.S. executive.

11.  Sixty-one percent of WMAC respondents see globalization as one of the top three
megatrends impacting their strategic workforce planning (i.e., the future
composition of the workforce), versus 46% of peer company respondents.
 Likewise, 58% of WMAC respondents see globalization as one of the top three
megatrends influencing their employee engagement strategies, versus 44% of peer
company respondents.

12.  Walt Disney
 Nestle
 Apple
 Caterpillar
 Google
 Nike
 IBM
 Toyota Motor
 McDonald’s
 Facebook

13.  Seventy-three percent of WMAC respondents report that a plan is either already
being implemented or has been defined and agreed, as compared with just 46% of
peer company respondents.
 86% of WMAC respondents indicate that leaders in their companies are currently
effective in managing with a global perspective, versus 75% of peer company
respondents.
 The human capital priorities most frequently cited by WMAC respondents as
“critical” or “very important” suggest that, in their view, leadership and talent will
be a key to success.
 Getting the right talent in different markets to support growth is at the top of the
agenda for 95% of respondents.

14.  high on the list of human capital priorities is recruiting and/or developing leaders
with the skills needed to be successful in the future (97% of respondents) and
leadership succession planning (91% of respondents).
 Challenges WMACs are attempting to navigate include “dealing with talent
shortages for leadership roles,” “developing next generation leadership benches,”
and “helping Baby Boomer leaders adapt to rapid change.”


15.  predicts that by the end of 2018 almost a quarter of people worldwide will have
changed jobs from the ones they currently have now
 192 million workers who will hand in their notice over the next four years.
 key talent is seen as a pressing human capital challenge by 93% of respondents

16.  They will need to align business units and subsidiaries around a common strategic
vision and corporate culture.
 They will need to drive execution through performance management and
compensation systems that promote global consistency and emphasize enterprise-
wide as well as local objectives.
 They will need to manage talent actively to meet organizational needs and develop
breadth of leadership perspective.

17.  Data were derived from a survey of 786 senior executives from companies that
participated in the annual WMAC rankings.
 For the purposes of the study, WMACs are defined as those that rank among the
Top 50 All Stars or rank within the top three of their industries.

18. 20 years from now how will Globalization 2.0 affect global
companies?
Who will be the World’s Most Admired Companies in
2016?
What will happen if a labor market is too weak to survive
in Globalization 2.0 years from now?

19. What will be some new challenges to the WMAC’s down
the road?
How can the U.S expand their market through
Globalization 2.0?

20.  Royal, Mark, and Mel Stark. "The Most Admired Companies Are More Global than
Ever. Here's Why." Fortune The Most Admired Companies Are More Global than
Ever Heres Why Comments. N.p., 19 Feb. 2015. Web. 31 Mar. 2016.
 "FedEx Earns No. 8 Spot on the FORTUNE World's Most Admired Companies
List." FedEx RSS Blog. N.p., 19 Feb. 2016. Web. 31 Mar. 2016.