Being Global

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Gregory Unruh. Being Global

In a New Global World, Leaders Need to Be Global

Being Global: Our Journeys

Being Global at Thunderbird

Becoming a Global Leader

Our Global Examples

What Is a Global Leader?

Why Do We Need Global Leaders?

Global Leadership Opportunities, Global Leadership Challenges

Global Leaders for All Sectors and Institutions

Global Leaders Connect, Create, and Contribute

Global Mindset

Global Entrepreneurship

Global Citizenship

Conclusion

Questions to Ask, Steps to Take

New Global Business Requires a Global Mindset

What Is a Global Mindset?

OLPC and Grameenphone: Lessons in Mindset

Managing Supply Chains and Mergers with Mindset

Understanding Culture

The Three Elements of a Global Mindset

Psychological Capital

Intellectual Capital

Social Capital

Global Mindset Capital: Mutually Independent, Mutually Reinforcing

Developing a Global Mindset: From Culturally Illiterate to Culturally Agnostic

The Global Mindset Inventory

Benefiting from a Global Mindset

Internationalist Culture: A False Shortcut to a Global Mindset

Different Histories, Global Mindsets

Global Mindset: The Benefits for Business

José Antonio Justino: Turning Around Johnson & Johnson in Brazil

Laura Clise: Reducing Environmental Impact with Smart Ideas

Lalit Ahuja: Wearing the “Same Shade of Red” at Target

Growing Global Psychological Capital

Growing Global Intellectual Capital

Growing Global Social Capital

Global Mindset: Start Early, Repeat Often

Global Mindset Tools: Questions to Ask, Steps to Take

What Is Global Entrepreneurship?

Global Entrepreneurship in the Social Sector

Three Sources of Value Creation for Global Entrepreneurs: Divergence, Convergence, and Networks

Tapping Divergence

Tapping Divergence in Labor Cost

Tapping Divergent Skills

Tapping Convergence

Tapping Convergence: Developing Opportunities

Customization and Tapping Convergence

Overestimating Convergence: An Entrepreneurial Risk

Bridging Developing Opportunities Back to Developed Markets

Tapping Networks

Government's Role in Network Creation

Building Networks for Global Value

Building Networks Across Borders and Regulations

Networks That Stick

Divergence + Convergence + Networks

Murad Al-Katib: Global Agricultural Entrepreneur

Shai Agassi: Saving the Planet One Car at a Time

Identifying Entrepreneurs: Tapping Convergence, Divergence, and Networks in Finance

Growing Global Entrepreneurship Skills

Global Entrepreneurship Tools: Questions to Ask, Steps to Take

What Is Global Citizenship?

Global Leaders Need to Be Global Citizens

Global Citizenship: An Uncommon Path to Common Solutions

Fighting Corruption

Global Citizenship in Action

The Group Effect of Fighting Corruption

Global Citizenship at Fluor: Developing PACI

Global Citizenship in Extractive Industries

Standards of Practice

Intel in Costa Rica: A Race to the Top in Global Citizenship

Building Prosperity for All

Global Citizenship in Disease Control

Making Health Affordable

Reaching Sustainability

The Citizen Entrepreneur

Becoming a Global Citizen

Practicing Citizenship: The Thunderbird Oath of Honor and the Oath Project

Practicing Citizenship: Thunderbird for Good

Global Citizenship Tools: Questions to Ask, Steps to Take

Leaders Make a Difference

“We Are the Ones We Have Been Waiting For”

Global Mindset

Global Entrepreneurship

Global Citizenship

Role Models

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BEING GLOBAL

How to Think, Act, and Lead in a Transformed World

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Governments and nongovernmental organizations are under similar pressures to reach beyond their traditional boundaries. Budgetary constraints and increasing citizen demands have forced governments to seek out partnerships with businesses to deliver public goods more effectively, from education to health care to security. Nongovernmental organizations have learned to rely on profit-making business models and market-making interventions to address complex economic development problems in financially sustainable ways (from providing microloans to self-employed individuals in poverty to commercially distributing clean cookstoves, mosquito nets, or solar-powered lamps).

Fortunately, cross-sector collaboration among business, government, and the social sector is giving rise to the same wealth of opportunities as cross-border collaboration among businesses located at different points of the globe. In this sense, being global is not just about engagement across national boundaries but engagement across the cultural boundaries that typically separate government, private, and social sectors. Within this ecosystem, businesses often hold the key resources and technologies that they can put to use to address social challenges—and earn in the process. Being global is crucial for leaders in business, government, and the social sector both because each is facing similar globalizing forces and because the very abilities required to deal with a diverse, multicultural world can also be helpful in effectively working with one another.

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