oct16-27-50452388
What do Arianna Huffington (Huffington Post), Dietrich Mateschitz (Red Bull), Elon Musk (Tesla, SpaceX), and Sergey Brin (Google) have in common? Apart from their success as entrepreneurs, they all share one distinct characteristic: extensive cross-cultural experience. Huffington grew up in Athens and studied in London before starting her career as a politician and media entrepreneur.
Internationalization and globalization have significantly impacted human resource management practices over several evolutionary phases:
1) In the early 20th century, the first multinational companies established foreign offices and subsidiaries, sending expatriates abroad which highlighted the need to adapt to different cultures.
2) By the 1960s, companies significantly increased their use of expatriates to manage growing foreign operations. However, many expatriates struggled due to a lack of cultural understanding, showing the need for improved international human resource management practices.
3) In recent decades, globalization has strengthened localization trends where decision-making has decentralized, expatriate numbers have reduced, and local experts with strong cultural knowledge have taken on more prominent roles,
This document discusses how organizational culture affects expatriates and a company's attempt to reduce costs through international expansion. It begins with an introduction on globalization and free trade. It then covers organizational culture and how cultural values impact work behaviors. Leadership challenges in multicultural environments are examined, particularly the characteristics needed in expatriate leaders. Issues with expatriating employees like costs, repatriation, and performance evaluations are analyzed. Challenges of mergers and acquisitions across cultures are also discussed. The document argues that developing cultural intelligence in leaders is important for successful international expansion while attempting to reduce costs.
This document discusses the concept of an ideal alternative trade organization (ATO) called Calligraphy that would trade in indigenous handicrafts and products. It begins by providing context on ATOs and how they aim to connect marginalized artisans and producers with markets in developed countries. It then describes the proposed structure and supply chain of Calligraphy. Key aspects include an "Art Triangle" that would select product designs, indigenous and proactively styled products, fair payment terms for artisans, and unique features like dynamic pricing and product tracking. The document also analyzes Calligraphy compared to similar organizations like Etsy and Ten Thousand Villages.
This document summarizes the three chronological steps Wehkamp took to encourage intrapreneurship among its employees.
1) In the first phase, from 1994-2006, a few intrapreneurial employees initiated radical changes like developing Wehkamp's website, despite resistance from those focused on the traditional catalog model. Their small successes built the foundation for future growth.
2) In the second phase, Wehkamp underwent a drastic change process that encouraged all employees to be intrapreneurial as the company transitioned from a catalog to e-commerce model.
3) In the final phase, Wehkamp maintained these intrapreneurial behaviors company-wide through ongoing corporate entrepreneurship initiatives that
Akshat Goyal's Research Paper on A CONCEPTUAL FRAMEWORK OF INTERNATIONAL HUMA...Akshat Goyal
This document provides an overview of international human resource management practices for expatriate management in India. It discusses key factors such as the increasing globalization of business, the importance of effective expatriate management, and common challenges associated with international assignments. The document also outlines various aspects of the expatriate management process, including selection criteria, training, compensation, cross-cultural adjustment, and performance management.
Leadership Glocality: The Algorithm to Compliance GlocalizationMariana Ferreira
How do multinationals create a glocal identity of compliance? This article focuses on putting this quest to an end, dissecting multidisciplinary approaches to solve the compliance glocalization problematics. It starts with the saga of the glocalization neologism, followed by the philosophical- and psychodynamics of compliance and its moral foundations in Kantianism, the development of integrity into actual business ethics and the vehemence of cross-cultural awareness and management when doing business internationally. Finally, it establishes the Three Stages Theory and the EMB Guidelines for the glocalization of leadership, as the ordinary solution to compliance glocalization.
Detailed agenda for the 5th seminar in series on "High-Growth Chinese Companies Engaging U.S. Financial Markets" to be hosted at the Penn Club of New York (44th Street) between 1:00 - 5:00PM, with drinks, hors d'oeuvres, and networking. Chinese delegation and US/Chinese executives, professors, media, economists.
Internationalization and globalization have significantly impacted human resource management practices over several evolutionary phases:
1) In the early 20th century, the first multinational companies established foreign offices and subsidiaries, sending expatriates abroad which highlighted the need to adapt to different cultures.
2) By the 1960s, companies significantly increased their use of expatriates to manage growing foreign operations. However, many expatriates struggled due to a lack of cultural understanding, showing the need for improved international human resource management practices.
3) In recent decades, globalization has strengthened localization trends where decision-making has decentralized, expatriate numbers have reduced, and local experts with strong cultural knowledge have taken on more prominent roles,
This document discusses how organizational culture affects expatriates and a company's attempt to reduce costs through international expansion. It begins with an introduction on globalization and free trade. It then covers organizational culture and how cultural values impact work behaviors. Leadership challenges in multicultural environments are examined, particularly the characteristics needed in expatriate leaders. Issues with expatriating employees like costs, repatriation, and performance evaluations are analyzed. Challenges of mergers and acquisitions across cultures are also discussed. The document argues that developing cultural intelligence in leaders is important for successful international expansion while attempting to reduce costs.
This document discusses the concept of an ideal alternative trade organization (ATO) called Calligraphy that would trade in indigenous handicrafts and products. It begins by providing context on ATOs and how they aim to connect marginalized artisans and producers with markets in developed countries. It then describes the proposed structure and supply chain of Calligraphy. Key aspects include an "Art Triangle" that would select product designs, indigenous and proactively styled products, fair payment terms for artisans, and unique features like dynamic pricing and product tracking. The document also analyzes Calligraphy compared to similar organizations like Etsy and Ten Thousand Villages.
This document summarizes the three chronological steps Wehkamp took to encourage intrapreneurship among its employees.
1) In the first phase, from 1994-2006, a few intrapreneurial employees initiated radical changes like developing Wehkamp's website, despite resistance from those focused on the traditional catalog model. Their small successes built the foundation for future growth.
2) In the second phase, Wehkamp underwent a drastic change process that encouraged all employees to be intrapreneurial as the company transitioned from a catalog to e-commerce model.
3) In the final phase, Wehkamp maintained these intrapreneurial behaviors company-wide through ongoing corporate entrepreneurship initiatives that
Akshat Goyal's Research Paper on A CONCEPTUAL FRAMEWORK OF INTERNATIONAL HUMA...Akshat Goyal
This document provides an overview of international human resource management practices for expatriate management in India. It discusses key factors such as the increasing globalization of business, the importance of effective expatriate management, and common challenges associated with international assignments. The document also outlines various aspects of the expatriate management process, including selection criteria, training, compensation, cross-cultural adjustment, and performance management.
Leadership Glocality: The Algorithm to Compliance GlocalizationMariana Ferreira
How do multinationals create a glocal identity of compliance? This article focuses on putting this quest to an end, dissecting multidisciplinary approaches to solve the compliance glocalization problematics. It starts with the saga of the glocalization neologism, followed by the philosophical- and psychodynamics of compliance and its moral foundations in Kantianism, the development of integrity into actual business ethics and the vehemence of cross-cultural awareness and management when doing business internationally. Finally, it establishes the Three Stages Theory and the EMB Guidelines for the glocalization of leadership, as the ordinary solution to compliance glocalization.
Detailed agenda for the 5th seminar in series on "High-Growth Chinese Companies Engaging U.S. Financial Markets" to be hosted at the Penn Club of New York (44th Street) between 1:00 - 5:00PM, with drinks, hors d'oeuvres, and networking. Chinese delegation and US/Chinese executives, professors, media, economists.
English Translation Of Go Forward Plan, Harvard Bus ReviewThomas Nastas
This document discusses strategies for scaling up innovation and supporting small and medium enterprises (SMEs) in attacking global technology markets. It presents a seven-point "GoForward" plan for building domestic technology platforms around a country's strategic assets and industries in order to catalyze more technology absorption and position SMEs for global markets. Emerging country governments are encouraged to support SMEs' innovation and venture capital investments to replicate the success of countries like Israel and Singapore in creating and exporting knowledge.
Ivi master class path to commercialization for csu exec ed mba in kazanThomas Nastas
Russia made $ billions of investment in incubators, technoparks, accelerators, venture funds and countless other projects to diversify its economy, generate more technology, innovation and investment, with the Russian Venture Company & Rusnano taking the leadership role. With these assets in place, how do we leverage them to do more, faster?
Obstacles still remain that impede the success of these initiatives & the ability of start-ups and SME business models to do more, faster. Until we attack these issues, progress in attaining more innovation, investment, entrepreneurship & new business is slowed unnecessarily; since these barriers are what impede modernization, let’s attack these issues head-on or circumvent around them to ‘Scale-Up.’
Entrepreneurship & Capital, Engines that Power an Economy Forward, Nastas Pre...Thomas Nastas
The document summarizes a presentation on entrepreneurship and venture capital. It discusses how entrepreneurship and capital are engines that power economic growth. It provides an outline of topics covered in the presentation, including the definition of entrepreneurship, the history of venture capital, venture capital trends worldwide, and how the venture capital process works. The presentation was delivered in Kazan, Russia to members of the innovation and entrepreneurship community.
v20220328 UnityNet Africa and Diaspora International Business Presentation Pa...Andrew Networks
The document discusses the globalization debate between the "flattening world" perspective and the "multidomestic" perspective. The "flattening world" perspective views the world as highly interconnected and globalized, with markets competing unfettered across borders. The "multidomestic" perspective argues that differences across countries are more significant than commonalities and that the world is not truly "flat." The document also mentions that the CAGE analytical framework can be used to understand the dimensions of differences between countries in terms of cultural, administrative, geographic, and economic factors.
Managing Cultural Integration in Cross-Border Mergers and AcquisitionsDenison Consulting
Cross-border M&A has become one of the leading approaches for firms to
gain access to global markets. Yet there has been little progress in the
research literature exploring the role that culture may play in the success
of these ventures. Poor culture-fit has often been cited as one reason why
M&A has not produced the outcomes organizations hoped for (Cartwright & Schoenberg, 2006). Cross-border M&A has the added challenges of having to deal with both national and organizational culture
differences. In this chapter we review the literature on cultural integration
in cross-border M&A and provide a framework designed to help manage
the integration process throughout the M&A lifecycle. This framework
presents culture assessment and integration as a crucial component to
reducing poor culture-fit as a barrier to M&A success.
Leadership is the art of motivating a group of people to act toward achieving a common goal. In this presentation lets see how the leadership very important to success in the international markets.
MUTAZ
Getting to the highest levels of management: a challenge for Latinos
Hispanics in management positions were 6.6 percent of the entire US labor force in 2006, while they are only 2 percent of the highest positions in Houston.
Jorge Luis Sierra
October 31, 2007
La Voz de Houston
This document provides an introduction and literature review for a study exploring differences in the pace of internationalization between "born global" small-to-medium enterprises (SMEs) and more gradually globalizing SMEs. The researcher plans to conduct in-depth case studies of 12 SMEs to better understand characteristics of born globals and their internationalization process. Key factors that may influence the pace of internationalization discussed include industry globalization, management experience, networking, product characteristics, and domestic market size.
International business strategy refers to plans that guide commercial transactions between entities in different countries. There are various methods companies use to do business internationally, such as global sourcing, exporting, importing, licensing and franchising, strategic alliances, and establishing foreign subsidiaries. While international business has occurred for over a century, new opportunities are growing for both large corporations and small businesses to expand their operations globally through approaches like strategic partnerships and online networking.
Cultural Diversity Essay | Essay on Cultural Diversity for Students and .... Diversity essay ideas. Diversity Essay Ideas. 2022-10-20. Remarkable Diversity Essay ~ Thatsnotus. 006 Diversity Essays For College Sample Graduate School 11 T Pdf ....
Cultural Management Issues In The Tourism IndustryCindy Wooten
The document discusses cultural management issues in the tourism industry and how understanding different cultures can impact business success. It focuses on promoting a British travel agency, Beach Bum Ltd, in China by training employees to be culturally sensitive. Being aware of cultural differences in areas like business practices, communication styles, and values is important for building relationships and making sales. The briefing aims to help employees appreciate diverse cultures to improve profits.
The document discusses developing a team to help with a business idea of selling canned plum tomatoes. It suggests that building an efficient team takes work and outlines some key team member roles that are essential for a new entrepreneurial venture to be successful, such as leaders, organizers, and specialists in various areas. The document also provides background on the product the author uses regularly, canned plum tomatoes, and how they are made and can be used in different dishes.
Global Campaign Strategy and DevelopmentSimon Hjorth
**Going global and staying local**
As global brands strengthen and the competition for the consumer’s attention intensifies, it’s more important than ever for companies to create effective global campaigns – but there are already questions worth asking:
- What‘s the most effective way to approach a global campaign?
- Are the best campaigns the same all over the world or localized to some degree?
- What strategic and practical considerations need to be made when executing global campaigns?
Get the perspective in this white paper.
Write a five to seven (5-7) page paper in which you1. Compare a.docxambersalomon88660
The document outlines the requirements for a 5-7 page paper on various topics related to policing, including comparing eras of policing, skills taught in police training, defining community policing, and examining elements of community policing implementation. It requires at least 4 quality references in APA or school-specific format and specifies formatting guidelines.
New entrepreneurs and business incubator initiators discussed enabling and constraining conditions for newcomers pursuing entrepreneurship in the Netherlands. Key enabling conditions included social networks that provide knowledge, skills, and clients. Constraints were a lack of information about regulations, an unfamiliar business culture, and negative stereotypes about refugees. Durable solutions proposed were connecting newcomer entrepreneurs to Dutch networks to expand social capital and knowledge of business practices and obligations.
The document discusses online grant proposal processes compared to traditional paper submissions. It notes that online submissions can make the process more efficient for both requesters and grantors. It then examines the online processes of three foundations - the William K. Kellogg Foundation (WKKF), the Rockefeller Foundation (TRF), and the Gates Foundation. It finds that WKKF has the most user-friendly online process and provides the most assistance, while TRF has the most stringent and difficult online process to navigate. In conclusion, online submissions are becoming more common, but can pose additional challenges compared to paper submissions.
The Gold Rush in California began after gold was discovered at Sutter's Mill in 1848. At this time, California was still part of Mexico. The influx of Americans during the Gold Rush overwhelmed the small Mexican population in California. Within two years, California went from being a province of Mexico to becoming a state in the United States. The new American settlers did not respect the land titles and property rights of the original Mexican landowners. As a result, most Californios lost their lands and way of life due to the massive changes brought by the Gold Rush.
Immigrant Capital And Entrepreneurial OpportunitiesSusan Kennedy
The document discusses a study on immigrant capital and entrepreneurial opportunities. It aims to define and operationalize the concept of immigrant capital, which differentiates immigrant entrepreneurs from native entrepreneurs in opportunity recognition.
The study develops a model of immigrant capital through analyzing case studies of immigrant entrepreneurs and synthesizing findings with literature. It finds that immigrant entrepreneurs have access to multiple social and cultural networks due to their immigrant status, allowing them to connect information from different networks to recognize new opportunities. This bridging of networks is what comprises immigrant capital and enhances immigrants' opportunity recognition abilities over natives.
The paper contributes a theoretical model of immigrant capital and propositions to articulate the factors leading to the conceptualization of how immigrant capital allows immigrants to recognize
English Translation Of Go Forward Plan, Harvard Bus ReviewThomas Nastas
This document discusses strategies for scaling up innovation and supporting small and medium enterprises (SMEs) in attacking global technology markets. It presents a seven-point "GoForward" plan for building domestic technology platforms around a country's strategic assets and industries in order to catalyze more technology absorption and position SMEs for global markets. Emerging country governments are encouraged to support SMEs' innovation and venture capital investments to replicate the success of countries like Israel and Singapore in creating and exporting knowledge.
Ivi master class path to commercialization for csu exec ed mba in kazanThomas Nastas
Russia made $ billions of investment in incubators, technoparks, accelerators, venture funds and countless other projects to diversify its economy, generate more technology, innovation and investment, with the Russian Venture Company & Rusnano taking the leadership role. With these assets in place, how do we leverage them to do more, faster?
Obstacles still remain that impede the success of these initiatives & the ability of start-ups and SME business models to do more, faster. Until we attack these issues, progress in attaining more innovation, investment, entrepreneurship & new business is slowed unnecessarily; since these barriers are what impede modernization, let’s attack these issues head-on or circumvent around them to ‘Scale-Up.’
Entrepreneurship & Capital, Engines that Power an Economy Forward, Nastas Pre...Thomas Nastas
The document summarizes a presentation on entrepreneurship and venture capital. It discusses how entrepreneurship and capital are engines that power economic growth. It provides an outline of topics covered in the presentation, including the definition of entrepreneurship, the history of venture capital, venture capital trends worldwide, and how the venture capital process works. The presentation was delivered in Kazan, Russia to members of the innovation and entrepreneurship community.
v20220328 UnityNet Africa and Diaspora International Business Presentation Pa...Andrew Networks
The document discusses the globalization debate between the "flattening world" perspective and the "multidomestic" perspective. The "flattening world" perspective views the world as highly interconnected and globalized, with markets competing unfettered across borders. The "multidomestic" perspective argues that differences across countries are more significant than commonalities and that the world is not truly "flat." The document also mentions that the CAGE analytical framework can be used to understand the dimensions of differences between countries in terms of cultural, administrative, geographic, and economic factors.
Managing Cultural Integration in Cross-Border Mergers and AcquisitionsDenison Consulting
Cross-border M&A has become one of the leading approaches for firms to
gain access to global markets. Yet there has been little progress in the
research literature exploring the role that culture may play in the success
of these ventures. Poor culture-fit has often been cited as one reason why
M&A has not produced the outcomes organizations hoped for (Cartwright & Schoenberg, 2006). Cross-border M&A has the added challenges of having to deal with both national and organizational culture
differences. In this chapter we review the literature on cultural integration
in cross-border M&A and provide a framework designed to help manage
the integration process throughout the M&A lifecycle. This framework
presents culture assessment and integration as a crucial component to
reducing poor culture-fit as a barrier to M&A success.
Leadership is the art of motivating a group of people to act toward achieving a common goal. In this presentation lets see how the leadership very important to success in the international markets.
MUTAZ
Getting to the highest levels of management: a challenge for Latinos
Hispanics in management positions were 6.6 percent of the entire US labor force in 2006, while they are only 2 percent of the highest positions in Houston.
Jorge Luis Sierra
October 31, 2007
La Voz de Houston
This document provides an introduction and literature review for a study exploring differences in the pace of internationalization between "born global" small-to-medium enterprises (SMEs) and more gradually globalizing SMEs. The researcher plans to conduct in-depth case studies of 12 SMEs to better understand characteristics of born globals and their internationalization process. Key factors that may influence the pace of internationalization discussed include industry globalization, management experience, networking, product characteristics, and domestic market size.
International business strategy refers to plans that guide commercial transactions between entities in different countries. There are various methods companies use to do business internationally, such as global sourcing, exporting, importing, licensing and franchising, strategic alliances, and establishing foreign subsidiaries. While international business has occurred for over a century, new opportunities are growing for both large corporations and small businesses to expand their operations globally through approaches like strategic partnerships and online networking.
Cultural Diversity Essay | Essay on Cultural Diversity for Students and .... Diversity essay ideas. Diversity Essay Ideas. 2022-10-20. Remarkable Diversity Essay ~ Thatsnotus. 006 Diversity Essays For College Sample Graduate School 11 T Pdf ....
Cultural Management Issues In The Tourism IndustryCindy Wooten
The document discusses cultural management issues in the tourism industry and how understanding different cultures can impact business success. It focuses on promoting a British travel agency, Beach Bum Ltd, in China by training employees to be culturally sensitive. Being aware of cultural differences in areas like business practices, communication styles, and values is important for building relationships and making sales. The briefing aims to help employees appreciate diverse cultures to improve profits.
The document discusses developing a team to help with a business idea of selling canned plum tomatoes. It suggests that building an efficient team takes work and outlines some key team member roles that are essential for a new entrepreneurial venture to be successful, such as leaders, organizers, and specialists in various areas. The document also provides background on the product the author uses regularly, canned plum tomatoes, and how they are made and can be used in different dishes.
Global Campaign Strategy and DevelopmentSimon Hjorth
**Going global and staying local**
As global brands strengthen and the competition for the consumer’s attention intensifies, it’s more important than ever for companies to create effective global campaigns – but there are already questions worth asking:
- What‘s the most effective way to approach a global campaign?
- Are the best campaigns the same all over the world or localized to some degree?
- What strategic and practical considerations need to be made when executing global campaigns?
Get the perspective in this white paper.
Write a five to seven (5-7) page paper in which you1. Compare a.docxambersalomon88660
The document outlines the requirements for a 5-7 page paper on various topics related to policing, including comparing eras of policing, skills taught in police training, defining community policing, and examining elements of community policing implementation. It requires at least 4 quality references in APA or school-specific format and specifies formatting guidelines.
New entrepreneurs and business incubator initiators discussed enabling and constraining conditions for newcomers pursuing entrepreneurship in the Netherlands. Key enabling conditions included social networks that provide knowledge, skills, and clients. Constraints were a lack of information about regulations, an unfamiliar business culture, and negative stereotypes about refugees. Durable solutions proposed were connecting newcomer entrepreneurs to Dutch networks to expand social capital and knowledge of business practices and obligations.
The document discusses online grant proposal processes compared to traditional paper submissions. It notes that online submissions can make the process more efficient for both requesters and grantors. It then examines the online processes of three foundations - the William K. Kellogg Foundation (WKKF), the Rockefeller Foundation (TRF), and the Gates Foundation. It finds that WKKF has the most user-friendly online process and provides the most assistance, while TRF has the most stringent and difficult online process to navigate. In conclusion, online submissions are becoming more common, but can pose additional challenges compared to paper submissions.
The Gold Rush in California began after gold was discovered at Sutter's Mill in 1848. At this time, California was still part of Mexico. The influx of Americans during the Gold Rush overwhelmed the small Mexican population in California. Within two years, California went from being a province of Mexico to becoming a state in the United States. The new American settlers did not respect the land titles and property rights of the original Mexican landowners. As a result, most Californios lost their lands and way of life due to the massive changes brought by the Gold Rush.
Immigrant Capital And Entrepreneurial OpportunitiesSusan Kennedy
The document discusses a study on immigrant capital and entrepreneurial opportunities. It aims to define and operationalize the concept of immigrant capital, which differentiates immigrant entrepreneurs from native entrepreneurs in opportunity recognition.
The study develops a model of immigrant capital through analyzing case studies of immigrant entrepreneurs and synthesizing findings with literature. It finds that immigrant entrepreneurs have access to multiple social and cultural networks due to their immigrant status, allowing them to connect information from different networks to recognize new opportunities. This bridging of networks is what comprises immigrant capital and enhances immigrants' opportunity recognition abilities over natives.
The paper contributes a theoretical model of immigrant capital and propositions to articulate the factors leading to the conceptualization of how immigrant capital allows immigrants to recognize
Similar to Why Are Immigrants More Entrepreneurial? (9)
Aaron Dorfman argues that foundations need to rethink their strategies and tactics to better help underserved communities. He notes that only one-third of philanthropic dollars are intended to benefit marginalized groups. As president of the National Committee for Responsive Philanthropy, he encourages foundations to fund advocacy, civic engagement, and political causes in order to leverage limited funds and create real change. Dorfman also stresses philanthropy's role in supporting resistance to the current administration's attacks on vulnerable populations.
The document summarizes eight entrepreneur success stories:
1) Pierre Omidyar started eBay as a personal auction site in 1995.
2) John Ferolito and Don Vultaggio started AriZona Iced Tea out of a VW bus in the 1970s and it is now the #1 tea brand in America.
3) Matt Maloney and Mike Evans founded GrubHub after getting tired of calling restaurants for takeout, and it is now valued at over $3 billion.
Entrepreneurship involves overcoming obstacles through acknowledging difficulties, focusing on controllable factors, and taking action. Successful entrepreneurs understand that crises do not define them - their responses do. To overcome obstacles, one must acknowledge thoughts and emotions, shift focus to gratitude and solutions, ask for help in developing an action plan, and then take consistent massive action towards their goals. Obstacles are an inevitable part of the entrepreneurial journey and can make one stronger if used as learning experiences.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
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ENTREPRENEURSHIP
Why Are Immigrants More
Entrepreneurial?
by Peter Vandor and Nikolaus Franke
OCTOBER 27, 2016
What do Arianna Huffington (Huffington Post), Dietrich Mateschitz (Red Bull), Elon Musk (Tesla,
SpaceX), and Sergey Brin (Google) have in common? Apart from their success as entrepreneurs, they
all share one distinct characteristic: extensive cross-cultural experience. Huffington grew up in
Athens and studied in London before starting her career as a politician and media
entrepreneur. Mateschitz spent considerable time overseas as a marketing salesman prior to
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founding Red Bull. Musk migrated from South Africa to the U.S. as young adult. Brin left the Soviet
Union with his family after facing growing anti-Semitism and moved to the U.S., where he later
cofounded Google.
Their stories are prominent examples of a widespread pattern. In the U.S., immigrants are almost
twice as likely to become entrepreneurs as native-born U.S. citizens. Immigrants represent 27.5% of
the countries’ entrepreneurs but only around 13% of the population. Similarly, about one-fourth of
all technology and engineering companies started in the U.S. between 2006 and 2012 had at least
one immigrant cofounder. And this pattern extends beyond the U.S. — data from the 2012 Global
Entrepreneurship Monitor showed that the vast majority of the 69 countries surveyed reported
higher entrepreneurial activity among immigrants than among natives, especially in growth-
oriented ventures.
Research has suggested that selection and discrimination effects may be driving this phenomenon.
It appears plausible that entrepreneurial individuals are more likely to migrate and that immigration
policies in many countries favor highly motivated and capable individuals. Additionally,
discrimination against immigrants in labor markets may exert pressure on them to seek self-
employment.
In a recent study, we investigated a different explanation: Cross-cultural experiences may increase
individuals’ capabilities to identify promising business ideas. By living in different cultures, they
encounter new products, services, customer preferences, and communication strategies, and this
exposure may allow the transfer of knowledge about customer problems or solutions from one
country to another. By applying this kind of arbitrage, a temporary or permanent migrant can decide
to replicate a profitable product or business model available in one country but not in another.
Successful companies such as Starbucks (inspired by coffeehouses in Italy) and the German online
retailer Zalando (inspired by Zappos) exemplify the potential of this strategy.
Cross-cultural experiences may also stimulate creativity. Interacting with two or more cultural
contexts can help immigrants combine diverse ideas, solutions, and customer problems in order to
create something entirely new. This principle is illustrated by the origin story of Red Bull. When
Dietrich Mateschitz traveled to Thailand in the 1980s, he observed the popularity of a cheap
energizing drink called Krating Daeng among truck drivers and construction workers. Finding that it
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helped ease his jet lag, he decided to license the product and sell it in Austria under the name Red
Bull Energy Drink. Rather than simply importing the product, Mateschitz realized the opportunity to
combine the newly obtained knowledge about a product (a drink popular among truck drivers) and
the knowledge about his home market (conservative beverages market, growing clubbing scene)
into an entirely new business idea. By adapting size, taste, and brand, he created the first energy
drink for the alternative clubbing scene — something previously unseen in the Thai and Austrian
markets.
We conducted two experiments to find evidence that these effects can make immigrants more
entrepreneurial. First, we analyzed the effects of short-term cross-cultural experiences in a
longitudinal field experiment. We tested the entrepreneurial capabilities (i.e., the ability to identify
profitable business opportunities) of 128 students before and after a semester of living and studying
abroad by asking them to come up with business ideas in the context of media and food retailing. We
did the same for a control group of 115 students that continued their studies at their home
university. The business opportunities they came up with were rated by four venture capitalists and
industry experts blind to the source. Results showed a clear pattern (see Figure 1): The group that
gained cross-cultural experience received significantly higher VC and expert ratings (+17%) on their
business ideas after their semester abroad, while the ratings of the control group’s business ideas
actually declined slightly (-3%) at the end of the semester.
We also conducted a laboratory experiment in which we tested these same effects with a sample that
had long-term cross-cultural experiences — 96 migrant entrepreneurs in Austria. We randomly
assigned them to two groups. Applying a technique called priming, we asked the experimental group
to recall particular experiences while living abroad, thereby activating the memories and
associations connected to their cross-cultural experience. The control group was asked to recall
neutral experiences that were not related to cross-cultural memories. Both groups were invited to
come up with business ideas that were then rated by experts. The business ideas of the group with
activated cross-cultural experience were rated significantly higher (27%) by experts than the ideas
of the control group.
In order to better understand this phenomenon, we interviewed all 96 participants after the
experiment, asking them to describe how they generated ideas. These interviews were coded
independently by two raters. Results showed that many participants had indeed applied knowledge
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arbitrage (e.g., “Innovative shop concepts such as
[name of Asian supermarket chain] are missing in
Vienna”) and creative recombination (e.g., “In
France, I have seen supermarkets that were so big
that all employees were wearing rollerblades….In my
concept I also tried to use space as design concept to
impress”) to identify profitable business
opportunities.
The finding that cross-cultural experiences increase
opportunity recognition capabilities has clear
implications for businesses, entrepreneurs, and
policy makers. It highlights the value of cross-
cultural work experience or a migration experience
for entrepreneurs and entrepreneurial companies.
Entrepreneurs and managers can actively seek to
build such experiences by living abroad and
systematically comparing what they observe in
other markets. In multinational businesses, human
resource management tools such as expatriate
assignments or international job rotations can help
build opportunity recognition skills. To make these
tools even more effective, managers can complement them with entrepreneurship training prior to
an international assignment. Furthermore, priming instruments like the ones in our experiments
could be used while living abroad and afterward to spur business ideation.
For companies, ignoring the positive effect of cross-cultural experience on opportunity recognition
may be harmful. If expatriates with good ideas receive no chance to exploit them within a company,
they might choose to do so outside of it. Previous research has identified that many expatriates
choose to leave their organizations soon after finishing an overseas assignment, when they suffer
from a lack of promotion opportunities, career counseling, and status. Our results suggest that some
of them might do this in order to exploit opportunities to become entrepreneurs.
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Implications of our research also extend to the field of immigration policy. The United Nations
estimates that there are over 240 million temporary and permanent migrants and refugees
worldwide. Our results help explain the above-average entrepreneurial activity of this group and
highlight the positive effects that immigration can have on an economy. We show that migration
does not need to be a zero-sum game or a “war for talent,” with migrating entrepreneurs increasing
entrepreneurial activity in one country at the expense of another. Instead, migration can help
nurture entrepreneurial abilities by fostering the learning and application of cross-cultural
knowledge that helps someone identify profitable opportunities.
Since immigration is increasingly seen by some people as a threat, the insight that more immigration
may result in an overall gain in entrepreneurial activity may be a useful reminder of the
opportunities associated with migration. It suggests that public money may be better spent on
building incubators for migrant entrepreneurs than on building border walls.
Peter Vandoris a senior researcher at the Social Entrepreneurship Center at WU Vienna
(Vienna University of Economics and Business).
Nikolaus Frankeis a professor of Entrepreneurship and Innovation at WU Vienna (Vienna
University of Economics and Business).
Related Topics: GLOBALIZATION | FOUNDERS
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Nikolay Borisov 4 months ago
I found this article to be very insightful and personal. I am an immigrant myself and have found similar qualities
amongst my immigrant entrepreneur colleagues. I am impressed that Peter Vandor and Nikolaus Franke were able to
quantify their research and put measurements behind their ndings. I used this article as a source for my blog
writings about diversity in entrepreneurship here; https://www.gosubb.com/single-post/2017/12/18/BOSS-UP-
Immigrants-Minorities-and-Millennials-are-making-business-moves
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