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What Is Global Mindset ® ?

What Is Global Mindset ® ?. Mansour Javidan, Ph.D. Garvin Distinguished Professor and Director of Najafi Global Mindset Institute Global Mindset ® is a registered trademark of Thunderbird School of Global Management. All rights reserved. Corporations’ Global Ambitions.

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What Is Global Mindset ® ?

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  1. What Is Global Mindset®? Mansour Javidan, Ph.D. Garvin Distinguished Professor and Director of Najafi Global Mindset Institute Global Mindset ® is a registered trademark of Thunderbird School of Global Management. All rights reserved.

  2. Corporations’ Global Ambitions

  3. Corporations’ Global Ambitions We also continue to focus on growing market share and expanding our business in key geographic markets, with a special emphasis on Brazil, Russia, India, China, South Korea, and Mexico. William D. GreenFormer Chairman & CEO, Accenture

  4. Global Growth Empowered Our Current Strategy Our Future Growth BRAZIL INDONESIA INDIA USA New Markets New Products JAPAN POLAND TURKEY CANADA KOREA MEXICO CHINA UK SAUDI ARABIA AUSTRALIA PHILIPPINES TAIWAN

  5. The Primary Challenge in Expanding Globally • Global Executives: Readiness of the business unit/ company to expand from local to global business. • HR/Executive Development Professionals (EDP): Shortage of global executive talent. Smith, Caver, Saslow, Thomas, “Developing the Global Executive,” 2009.

  6. Global Leaders Need To Manage Across… • Diverse cultural systems • Diverse political and institutional systems • Time and geographic distance

  7. In a Recent Survey of CEOs: Mobilizing teams and working across cultures were the top 2 critical leadership competencies. Howard and Wellins, 2008.

  8. The major challenge in establishing overseas business Cultural differences Survey of 1000 internationally oriented Chinese companies (China Daily, April 27, 2012)

  9. 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

  10. What Does It Take To Be Successfulas a Multinational Leader? Decision making in complex environments and ability to read cultural nuances and adapt leadership style accordingly. Howard and Wellins, 2008.

  11. Most Important Areas of Knowledge for Global Executives • Understanding of government and political issues in key areas • Knowledge of local markets and consumer preferences • Knowledge of local business practices Smith, Caver, Saslow, Thomas, “Developing the Global Executive,” 2010.

  12. What Do Global leaders Need to Succeed? Global Leaders Need a Global Mindset

  13. Global Mindset Project (GMP) at Thunderbird • 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 • Examine the impact of Thunderbird’s programs on the Global Mindset of students • Offer a suite of solutions to enhance the Global Mindset of leader and executives

  14. Companies Represented in the Global Mindset Surveys

  15. GMI used by Business Schools

  16. Global Mindset The ability to influence individuals, groups, organizations, and systems that are unlike the leader’s.

  17. 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.” • “I think it’s a natural curiosity to learn more about other cultures.”

  18. Global Mindset • “Rather than being frustrated and intimidated by the differences, enjoying them and seeking them out because you find them fascinating.” • “Being comfortable with being uncomfortable in uncomfortable environments.”

  19. A Global Mindset To succeed in this complex business environment, leaders will need to adopt a set of characteristics and traits that enables them to move fluidly across different cultures. Source: James S. Turley, Chairman and CEO, Ernest & Young, “Fast Forward: Strategies for Success in Tomorrow’s Hot New Markets.”

  20. Global Mindset and Effective Global Leadership • Social • Capital • Individuals Who Have a Global Mindset • Psychological • Capital Behavioral Repertoire • Intellectual Capital Beechler, S. ,and Javidan, M. (2007). “Leading with a Global Mindset.” In Javidan, M., Hitt, M. A., and Steers, R. M. (eds.), 2007, Advances in International Management, Vol. 19: The Global Mindset. Elsevier.

  21. GLOBAL MINDSET Global Business Savvy Passion for Diversity Intercultural Empathy Intellectual Capital Psychological Capital Social Capital Cognitive Complexity Quest for Adventure Interpersonal Impact Cosmopolitan Outlook Self-Assurance Diplomacy

  22. Intellectual Capital (IC) Global Business Savvy Cosmopolitan Outlook Cognitive Complexity Knowledge of global industry Knowledge of cultures in different parts of the world Ability to grasp complex concepts quickly Knowledge of global competitive business and marketing strategies Knowledge of geography, History, and important persons of several countries Strong analytical and problem-solving skills Knowledge of how to transact business and manage risk in other countries Up-to-date knowledge of important world events Ability to understand abstract ideas Knowledge of supplier options in other parts of the world Knowledge of economic and political issues, concerns, hot topics, etc., of major regions of the world Ability to take complex issues and explain the main points simply and understandably

  23. Psychological Capital (PC) Passion for Diversity Quest for Adventure Self-Assurance Interest in exploring other parts of the world Interest in dealing with challenging situations Energetic Interest in getting to know people from other parts of the world Willingness to take risks Self-confident Interest in living in another country Willingness to test one’s abilities Comfortable in uncomfortable situations Interest in variety Interest in dealing with unpredictable situations Witty in tough situations

  24. Social Capital (SC) Intercultural Empathy Interpersonal Impact Diplomacy Ability to work well with people from other parts of the world Experience in negotiating contracts in other cultures Ease of starting a conversation with a stranger Ability to emotionally connect to people from other cultures Strong networks with people from other cultures and withinfluential people Ability to integrate diverseperspectives Ability to understand nonverbal expression of people from other cultures Reputation as a leader Ability to listen to what others have to say Ability to engage people from other parts of the world to work together Credibility Willingness to collaborate

  25. Global Mindset The ability to influence individuals, groups, organizations, and systems that are unlike the leader’s.

  26. Global Mindset

  27. Dank je! Grazie! Diolch! Merci! 谢谢 Tak Thank you! Toa chie! ありがとう Gmadlob! Gracias! Sayol!! Arigato!! 감사합니다

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