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Global Mindset Inventory . . Dr. Ken Rauch. Indiana Tech Ph.D. in Global Leadership. Introduction to Global Mindset. What It Is ? Why It Matters ?. Questions for Discussion. What are your clients’ global ambitions? What are their needs regarding global leadership? - PowerPoint PPT Presentation
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D R. K E N RA U C H
GLOBAL MINDSET INVENTORY
.
Indiana TechPh.D. in Global Leadership
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INTRODUCTION TO GLOBAL MINDSET
What It Is ?
Why It Matters ?
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QUESTIONS FOR DISCUSSION
• What are your clients’ global ambitions?• What are their needs regarding global leadership?• What issues and challenges are they facing?• How important is global leadership to them?• How important is a talent management system to
your clients? Is it producing what their organizations need?
• How important are global virtual teams to your clients?
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THE WORLD MAY BE FLATTER
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…….HOWEVER
• It is more complex:• Multiple stakeholders• Greater interdependence and interconnection• Fluctuating economic, political, and
social factors• Relentless global competition• Rapid change
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IN A 2009 IBM SURVEY OF OVER 1500 CEO’S:
• 60% view the economic environment as more complex, multifaceted, and interconnected
• 79% expect high/very high level of complexity over the next five years
• 49% feel prepared for the expected level of complexity
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THE WORLD MAY BE FLATTER, BUT
• It is more diverse• The work force• Management systems• Customer needs• Cultural values• Political, economic, and institutional systems
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THE WORLD MAY BE FLATTER, BUT
• It is more uncertain• Raid change and volatility• Higher levels and sources of risk• Chaos• Unknown variables
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IN A 2009 IBM SURVEY OF OVER 1500 CEO’S:
• 69% view the economic environment as more volatile with faster cycles and more risk
• 65% view the economic environment as more uncertain
• 53% view the economic environment as structurally different with sustained change
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GLOBAL LEADERS NEED TO MANAGE ACROSS:
• Diverse cultural systems
• Diverse political and institutional systems
• Time and geographic distance
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SURVEY OF 100 GLOBAL COMPANIES
How often are (national) cultural implications of business decisions
considered in making business plans in your company?
Sometimes or Always80%
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SURVEY OF 100 GLOBAL COMPANIES
How important a role do you believe (national) culture plays in the success
of your business mission?
Important or Very Important95%
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THE CHALLENGE TO GLOBAL LEADERS:
How to influence individuals, groups, and organizations inside and outside
their firm representing diverse cultural/political/institutional systems
under conditions of rapid change and
high uncertainty.
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THERE IS MUCH WRITTEN ON GLOBAL LEADERSHIP
On Dec. 31, 2010, Amazon.com was offering 1,127 books with a title containing Global Leadership!
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CORPORATE CHALLENGE
How do we align and leverage the efforts of our employees around the
world who join our company with vastly different life experiences, from
diverse cultures and often dramatically different contexts?
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HOW DO YOU SEE THE WORLD ?LOCALLY OR GLOBALLY ?
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GLOBAL MINDSET PROJECT (GMP)• Define Global Mindset• Identify the antecedents and consequences of Global
Mindset• Develop metrics for measuring Global Mindset• Design scientifically based assessment tools for Global
Mindset• Conduct large-scale studies of executives in large
multinational corporations• Assess Thunderbird’s impact on students’ Global Mindset—
pre- and post-test• Offer a suite of solutions to enhance the Global Mindset of
managers and executives
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THE METHOD FOR DEFINING GLOBAL MINDSET
• 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 invitation-only conference with 40 distinguished
scholars• Definition of Global Mindset and the individual
attributes that comprise it
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reviseas needed
education management,org studies
language/x-cult international
relations
training/HR
Review literatures, formulate research framen=8 global scholars
create/refineresearch questions
Obj. #1investigate thenature and relevanceof “globalmindset"
#1sampling plan:interviews, focusgroups w/int’l scholarssr. acad.n-30
#3sampling plan:expert informantconferencen=44
createGlobal Mindset Inventorydraft
#6pilot test:int’l MBA’sn-,207
revise Items to assurepsychometricsoundness
#7pilot test #2int’l managersn/800
The Global Mindset Inventory
analyze data, observations,participant discussions
#2sampling plan:interviews and smallgroup discussionswith internationalmanagers,execs, scholarsn=200
critique internally
categorize perceptions/experiences/observations of “globalmindset”+
focused group discussionsw/participants
-Obj. #2validate construct,revise to state-of-artscholarlyperspective
reviseas needed
drill int’l leaders experiences/insightsre:invid/org gl mindset successes
final ‘reality’ check, including emergentfactors of GI Mindset
feed back toparticipants
validate viaexpert judges
differentiate anddefine “global mindset”
#5generate items re:Intel/Psych/Soc capitaln-100 int’l MBA’s+ psychometricians
collect additional data,consolidate intoemergent themes
reviseas needed
#4sampling plan:interviews w/sr. exec. expertsn=17
identity antecedents, consequences,and applications contingenciesof “global mindset”
Obj. #3validate construct,revise to state-of-artpractitionerperspective
GMIRESEARC
H DESIGN
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DEFINING GLOBAL MINDSET
In-depth interviews with 217 upper middle and senior international
executives in 23 cities in the U.S., China, India, Korea, Taiwan, and
European countries. Each interview took at least 60 minutes; some took
over two hours.
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EXAMPLES OF INTERVIEWEES
• HR Leader, GE Capital, Asia Pacific• Vice President, Human Resources, Asia
Pacific Division, FedEx • President of Asia, Briggs & Stratton
Corporation• General Manager, Colgate Palmolive,
Poland
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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.”
• “Being comfortable with being uncomfortable in uncomfortable environments.”
• “Someone with a global mindset enters a new and different situation with many more questions rather than answers, assumptions, and presumptions.”
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GLOBAL MINDSET• “It’s being able to make sense of contrasting
frames of reference and the ability to simultaneously see oneself as American and German.”
• “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.”
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GLOBAL MINDSET
A set of individual attributes that help influence individuals, groups,
organizations, and systems that are unlike the leader’s.
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Quest for Adventure
Self-Assurance
Passion for Diversity
Cosmopolitan Outlook
Cognitive Complexity
Psychological Capital
Global Business Savvy
Interpersonal Impact
Diplomacy
Intercultural Empathy
Social Capital
GLOBAL MINDSET
Intellectual Capital
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Global BusinessSavvy
CosmopolitanOutlook Cognitive Complexity
Knowledge of global industry
Knowledge of global competitive business &marketing strategies
Knowledge of how to transact business & manage
risk in other countries
Knowledge of supplieroptions in other parts
of the world
Knowledge of cultures indifferent parts of
the world
Knowledge of geography,history and important
persons of several countries
Up-to-date knowledge of important world events
Knowledge of economic &political issues, concerns,
hot topics, etc. of majorregions of the world
Ability to grasp complexconcepts quickly
Strong analytical andproblem solving skills
Ability to understand abstract ideas
Ability to take complex issues & explain the main points simply & understandablyIntellectual Capital (IC)
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Psychological Capital (PC)
Self-Assurance
Interest in exploringother parts of the world
Interest in getting to knowpeople from other parts
of the world
Interest in variety
Interest in dealing withchallenging situations
Willingness to test one’s abilities
Energetic
Self-confident
Comfortable in uncomfortable situations
Witty in tough situations
Interest in living in another country
Willingness to take risks
Interest in dealing withunpredictable situations
Passion for Diversity Quest for Adventure
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Social Capital (SC)
Intercultural Empathy Interpersonal Impact Diplomacy
Ability to work well withpeople from other parts
of the world
Ability to understandnon-verbal expression of
people from other cultures
Ability to engage peoplefrom other parts of theworld to work together
Experience in negotiatingcontracts in other cultures
Reputation as a leader
Ease of starting aconversation with a stranger
Ability to integrate diverseperspectives
Ability to listen to whatothers have to say
Willingness to collaborate
Ability to emotionallyconnect to people from
other cultures Strong networks with
people from other culturesand with influential people
Credibility
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