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Alumni_Global_Mindset_Webcast_09_05_07

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Published on January 13, 2009

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Do You Have A Global Mindset? : Do You Have A Global Mindset? Thunderbird Alumni Webcast September 5, 2007 Introductions : Introductions Hosts Peter R. Schatschneider Senior Brand Manager, University Alliance Jon Meyers Associate Vice President, Alumni Relations Thunderbird School of Global Management Keynote Speaker Dr. Mansour Javidan Director of the Garvin Center for Cultures and Languages of International Management at Thunderbird Agenda : Agenda Alumni Relations Update Online Certificate Overview Feature Presentation Do You Have a Global Mindset? Dr. Mansour Javidan Live Q&A Session Please type your questions in the Q&A area on the right of your screen… Thunderbird Alumni Relations : Thunderbird Alumni Relations Jon Meyers Associate Vice President, Alumni Relations Thunderbird Alumni Relations Campus-based resource for Thunderbirds around the world Promoting lifelong learning opportunities through relationships with premier service providers Thunderbird Alumni Relations : The success of Thunderbird’s Alumni Relations rests fundamentally on the effectiveness of its core functions: Communications, Connections, Career Services Deliver information that is timely and engaging Advance Thunderbird’s mission Support professional needs of T-bird graduates Maximize value of your degree and your ongoing relationship with School Increase overall visibility and brand awareness of Thunderbird Provide programs and services that add value for you and your organization Thunderbird Alumni Relations Slide 6: The future of Thunderbird relies on the continuous innovation of new educational mechanisms, including these 100% online certificate programs developed in partnership with the University Alliance: Online Executive Certificates International Management International Marketing “Doing Business in…” Certificate Series Doing Business in China Thunderbird Online Certificates Executive Certificate in International Management : Executive Certificate in International Management Global Management Global Leadership Global Strategy Implementation Executive Certificate in International Marketing Global Marketing Strategy Global Marketing Management Global Brand Management Thunderbird Online Certificates Doing Business in ChinaPreparing for the Global Marketplace : Doing Business in ChinaPreparing for the Global Marketplace Building Cultural Competence with the Cultural Navigator Developing Successful Business Partnerships Managing Sustainable Teams, Alliances and Joint Ventures Creating Competitive Advantage through Strategic Insight Thunderbird Online Certificates Slide 9: Benefits You Sharpen/refresh your skills Career transition/learn new skills Update your credentials Online flexibility Thunderbird Online Certificates Benefits Your Organization Increase international expertise Capitalize on more global opportunities Infuse Thunderbird into your organization Create synergy within your management teams Achieve “Truly Global” success Do You Have a Global Mindset? : Do You Have a Global Mindset? Mansour Javidan, Ph.D. Director, The Garvin Center for Cultures and Languages Samuel J. Palmisano, the Chair of the Board, President, and CEO of IBM: : Samuel J. Palmisano, the Chair of the Board, President, and CEO of IBM: “Today’s global corporations are shifting their focus from products to production-from what things companies choose to make to how they choose to make them, from what services they offer to how they choose to deliver them. Simply put, the emerging globally integrated enterprise is a company that fashions its strategy, its management, and its operations in pursuit of a new goal: the integration of production and value delivery worldwide. State borders define less and less the boundaries of corporate thinking or practice.” The Globalized World of Business : The Globalized World of Business Slide 13: The global corporation is evolving as a global network of interconnected and tightly integrated internal and external activities designed to satisfy their varied customer markets in different parts of the world Eaton Corporation : Eaton Corporation Eaton’s manufacturing operations: 210 plants in 32 countries Eaton’s global supply chain: At least 86 countries Eaton’s marketing: US, Canada, Brazil, Mexico, Costa Rica, So Africa, all of Western Europe, Russia, Australia, India, China, Singapore, Malaysia, So Korea, Thailand, and others.... Eaton Corporation: : Eaton Corporation: Has a global workforce Has a global supply chain Has a global market (over 50% from outside the US) Uses global virtual teams Global Mindset Project (GMP) at Thunderbird : Global Mindset Project (GMP) at Thunderbird Define Global MindsetSM Identify the antecedents and consequences of Global MindsetSM Develop metrics for measuring Global MindsetSM Design scientifically based assessment tools for Global MindsetSM Conduct large scale studies of executives in large multinational corporations Design methodologies to enhance the Global MindsetSM of managers and executives GMP : GMP Started in late 2004 A group of 8 professors at Thunderbird Comprehensive review of the existing literature Interviews with 40 Thunderbird colleagues Interviews with 217 senior international executives in over 20 cities in the world An invited only conference with 40 distinguished scholars Instrument design Publication of several academic and managerial articles and books HR Summit on Global MindsetSM in 2007 Interviews Sponsored by Worldwide ERC Foundation : Interviews Sponsored by Worldwide ERC Foundation USA Gregory M. Stewart, SCRP Chief Executive Officer MeridianEaton Global Kim Froggatt Vice President Of Asia Primacy World Headquarters Chris James Manager of Human Resources Bechtel Corporation Interviews Sponsored by Worldwide ERC Foundation : Interviews Sponsored by Worldwide ERC Foundation Hong Kong P.O. Mak HR Leader GE Capital Asia Pacific John W. Allison Vice President, Human Resources, Asia Pacific Division FedEx Express Belgium John Pfeiffer Associates for International Research, Inc. (AIRINC) Interviews Sponsored by Worldwide ERC Foundation : Interviews Sponsored by Worldwide ERC Foundation China Jeffrey Albright President of Asia Briggs & Stratton Corp. Poland Francisco Munoz Ramirez General Manager Colgate Palmolive Poland Sp. z o.o Interviews Sponsored by Worldwide ERC Foundation : Interviews Sponsored by Worldwide ERC Foundation India UVG Sekar Senior Vice President and Global Head of HR iGATE Global Solutions Ltd. S. Padmanabhan Executive Vice President & Global Head, HR Operations TATA Consulting Services Limited Santrupt Misra Director, HR & IT Aditya Birla Management Corporation Ltd. Global Leadership defined: : Global Leadership defined: Global leadership is the process of influencing individuals, groups, and organizations inside and outside the boundaries of the global organization, representing diverse cultural/political/institutional systems to contribute towards the achievement of the organization’s goals. Slide 23: Global Mindset is a set of individual attributes that enable and facilitate global leadership. Global MindsetSM : The ability to influence individuals, groups, organizations, and systems that are unlike the leader’s. Global MindsetSM Global Mindset : Global Mindset “Global mindset to me means that the individual has a global passport, but in their head.” “It’s the ability to understand the similarities and differences among cultures and their reasons.” Global Mindset : Global Mindset “understanding and respecting other cultures rather than judging them.” “The ability to avoid the simplicity of assuming all cultures are the same, and at the same time, not being paralyzed by the complexity of the differences.” Global Mindset : Global Mindset Someone with a global mindset enters a new and different situation with many more questions rather than answers, assumptions and presumptions.” “It’s being able to make sense of contrasting frames of reference and the ability to simultaneously see oneself as American and German.” Global Mindset : Global Mindset “I think it’s a natural curiosity to learn more about other cultures.” “Rather than being frustrated and intimidated by the differences, enjoying them and seeking them out because you find them fascinating.” Global Mindset : Global Mindset “Being comfortable with being uncomfortable in uncomfortable environments.” “It’s like a bug. Once you have it, you can’t get rid of it.” Global Mindset : Global Mindset “Eternal Optimism, no fear of failure, open to taking risks” “From a business perspective, the lack of fear means that when someone thinks about how to create a new product, they think of it in much deeper and broader terms of how it applies to the global market.” Global Mindset : Global Mindset “People with a global mindset have a sense of adventure. They are attracted to the unknown.” “Can-do attitude. Sky is the limit.” “I broke off my engagement to go to Thunderbird because something in me was drawing me to explore the world.” Slide 36: Gerald Schafer is a Swiss national who has never really lived in Switzerland. He was born in Budapest to a Swiss foreign-service officer and his Hungarian wife. Mr. Schafer grew up in Africa and South America and studied in the United States. He speaks Portuguese (at home with his Brazilian wife), Spanish, French, German, English and Hungarian. Slide 37: Psychological Capital What is the game? Individuals who are capable of perceiving, analyzing and decoding the global operating environment Intellectual Capital Individuals who have a global mindset Global Leaders who are effective in influencing people from different socio-cultural systems What are the rules? How do we win? Global Corporations that are successful in their different global markets Behavioral Repertoire Social Capital Individuals who can accurately identify effective managerial action in the global operating environment Individuals who possess the behavioral flexibility and discipline to act appropriately Figure 2: Global Mindset and Effective Global Leadership IC1: Knowledge of the Global Industry : IC1: Knowledge of the Global Industry The global business, competitors, and industry Economic and political issues and customs How to transact business in different parts of the world How to scan the world for unexpected trends and to understand international issues IC2: The global value network : IC2: The global value network The global network of suppliers, customers, creditors, and partners Professional contacts worldwide Ability to manage global networks IC3: The global organization : IC3: The global organization The tension between global efficiency (corporate) and local effectiveness The global value creation when making local decisions Global, inclusive vision, finding a common view IC4: Cognitive Complexity : IC4: Cognitive Complexity The ability to understand and deal with complex global issues IC5: Cultural Acumen : IC5: Cultural Acumen Cultural self-awareness Understanding cross cultural differences Exploit similarities to discover differences Understanding other histories and cultures Knowledge of other languages Intellectual Capital: Summary : Intellectual Capital: Summary Knowledge of the global industry Global value network The global organization Cognitive complexity Cultural intelligence PC1: Strong psychological profile : PC1: Strong psychological profile Resiliency Curiosity Fearlessness and risk taking propensities Quest for adventure High self confidence; strength to question one’s assumptions PC2: Attitudes towards Cultural Diversity : PC2: Attitudes towards Cultural Diversity Willingness to work across time and distance Respect for others Valuing and leveraging cultural differences Passion for cultural differences Patience and ability to suspend judgments about others PC2: Attitudes towards Cultural Diversity : PC2: Attitudes towards Cultural Diversity Willingness to work across time and distance Respect for others Valuing and leveraging cultural differences Passion for cultural differences Patience and ability to suspend judgments about others PC3: Openness : PC3: Openness Global awareness Positive attitude towards international affairs Willingness to share knowledge Flexibility Willingness to accept good ideas wherever they come from PC4:Passion and excitement : PC4:Passion and excitement Motivation to learn and adapt Emotional connection Showing interest in people PC5: Cosmopolitanism : PC5: Cosmopolitanism Cosmopolitan individuals have a world orientation that downplays their significance of nationality and cultural differences. Psychological Capital: Summary : Psychological Capital: Summary Strong psychological profile Attitudes towards cultural diversity Openness Passion and excitement Cosmopolitanism Social Capital : Social Capital Ability to connect to and work with people from other parts of the world Ability to generate positive energy in people from other parts of the world and to excite them Ability to build mutually trusting relationships with people from other parts of the world Global MindsetSM : The ability to influence individuals, groups, organizations, and systems that are unlike the leader’s. Global MindsetSM Global Mindset has three major components: : Global Mindset has three major components: Intellectual capital Psychological capital Social capital Key to successful global leadership-Scores above 6 : Key to successful global leadership-Scores above 6 Respecting cultural differences Ability to generate positive energy in people from a different part of the world Willingness to adapt, learn, and cope with other cultures Adaptability Key to successful global leadership-Scores above 6 : Key to successful global leadership-Scores above 6 Willingness to accept good ideas no matter where they come from Ability to excite people from a different part of the world Acknowledgement of the validity of different views Openness to cultural diversity Key to successful global leadership-Scores above 6 : Key to successful global leadership-Scores above 6 Ability to suspend judgment about those from other cultures Positive attitude towards those from other cultures and regions Self-confidence Understanding of how to build and manage global alliances, partnerships and value networks Key to successful global leadership-Scores above 6 : Key to successful global leadership-Scores above 6 Ability to connect with people from other parts of the world Ability to adjust behavior in a different cultural setting Collaborativeness Key to successful global leadership-Scores above 6 : Key to successful global leadership-Scores above 6 Ability to connect with people from other parts of the world Ability to adjust behavior in a different cultural setting Collaborativeness Slide 59: Who needs a global mindset? Slide 60: But today, companies increasingly need softer people skills….and perhaps most important, working across cultures with Chinese, Germans, Indians, Italians, Russians, and a world full of suppliers and partners. EditorialBusinessWeekApril 18, 2005 Slide 61: “The Jack Welch of the future cannot be me. I spent my entire career in the United States. The next head of General Electric will be somebody who spent time in Bombay, in Hong Kong, in Buenos Aires. We have to send our best and brightest overseas and make sure they have the training that will allow them to be the global leaders who will make GE flourish in the future.” Live Q&A Session : Live Q&A Session If you have not already please type in your question(s) in the Q&A area on the right of your screen. Slide 64: Thank You! For more information on Alumni Relations programs and services please visit www.thunderbird.edu/alumni For more information on the online certificate programs please visit www.thunderbirdglobal.com

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