THUNDERBIRD
Do You Have A Global Mindset?
Thunderbird Alumni Webcast
September 5, 2007
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
• 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
• 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
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Thunderbird Online Certificates
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
• 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 China
Preparing 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
Benefits You
• Sharpen/refresh your skills
• Career transition/learn new skills
• Update your credentials
• Online flexibility
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
THUNDERBIRD
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:
• “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 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’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:
• 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
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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
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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
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
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
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
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 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.
• 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 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
• “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
• 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
• “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
• “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
• “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
• “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.”
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.
Social
Capital
Psychological
Capital
Individuals
who have a
global
mindset
who possess
the
behavioral
flexibility and
discipline to
act
appropriately
Individuals
who are
capable of
perceiving,
analyzing
Intellectual
and
Capital
decoding
the global
operating
environment
Individuals who
can accurately
identify effective
managerial action
in the global
operating
environment
Behavioral Repertoire
Figure 2: Global Mindset and Effective Global
Leadership
Individuals
Global
Leaders
who are
effective in
influencing
people
from
different
sociocultural
systems
Global
Corporations
that are
successful
in their different
global
markets
What is
the game?
What are
the rules?
How do
we win?
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
• The global network of suppliers,
customers, creditors, and partners
• Professional contacts worldwide
• Ability to manage global networks
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
• The ability to understand and deal
with complex global issues
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
•
•
•
•
•
Knowledge of the global industry
Global value network
The global organization
Cognitive complexity
Cultural intelligence
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
• 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
• 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
• 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
• Motivation to learn and adapt
• Emotional connection
• Showing interest in people
PC5: Cosmopolitanism
Cosmopolitan individuals have a world
orientation that downplays their
significance of nationality and cultural
differences.
Psychological Capital:
Summary
•
•
•
•
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Strong psychological profile
Attitudes towards cultural diversity
Openness
Passion and excitement
Cosmopolitanism
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 Mindset has three major
components:
• Intellectual capital
• Psychological capital
• Social capital
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
• 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
• 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
• 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
• Ability to connect with people from other
parts of the world
• Ability to adjust behavior in a different
cultural setting
• Collaborativeness
Who needs a global mindset?
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.
Editorial
BusinessWeek
April 18, 2005
• “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
If you have not already please type in your
question(s) in the Q&A area on the right of
your screen.
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