Оглавление
Karen Cvitkovich. Leading Across New Borders
PRAISE FOR LEADING ACROSS NEW BORDERS: HOW TO SUCCEED AS THE CENTER SHIFTS
DEDICATION
CHAPTER 1. THE SHIFTING CENTER: EMERGING MARKETS HAVE EMERGED
The Future Arrives
Implications For Leadership
Common Leadership Tasks
About This Book
An Invitation
CHAPTER 2. GLOBAL TALENT: BEYOND OUTSOURCING
Rethinking Talent
The Business Case for a New Global Talent Model
Beyond Outsourcing
Global Talent Development: Bottom-Up and Top-Down
Global Talent's Impact
CHAPTER 3. GLOBAL MINDSET: BEYOND CULTURE
Developing a Global Mindset
Global Leadership 101: Cultural Competency
Acquiring Cultural Competency: Misguided Approaches
Acquiring Cultural Competency: Embracing Nuance
Beyond Culture: Other Puzzle Pieces
CHAPTER 4. GLOBAL TEAMS: BEYOND FACILITATION
Working in the Matrix
leading a matrix team
Global Team Performance: Beyond Facilitation
The Data on Global Teams
Organizational Alignment and Team Foundations
Enabling New Matrix Leaders
CHAPTER 5. GLOBAL INCLUSION: BEYOND RACE AND GENDER
Taking a Broader Approach
From Representation to Leverage
Race and Gender Still Matter
Beyond Race and Gender
Diversity of Thinking Styles
Inclusive Leadership: Three Steps
CHAPTER 6. GLOBAL MERGERS AND ACQUISITIONS: BEYOND DILIGENCE
The Changing Landscape
Beyond Diligence
Cultural Factors
Integrating Cultures: Success Stories
CHAPTER 7. GLOBAL INNOVATION: BEYOND PRODUCTS
Innovation: The New Playing Field
Beyond Products
Global Innovation Survey: Common Challenges
sGlobal Innovation Trends
New Subsidiary Roles
CHAPTER 8. GLOBAL ETHICS: BEYOND INTEGRITY
Joining the Middle Class
Population × Consumption/Person = Impact
Business Ethics for a Crowded Planet
Ethics for a New Era
CHAPTER 9. LEADING FROM YOUR OWN CENTER
The Next Level: What's Missing?
Systemic Changes
Personal Transformation: Connecting Past, Present, and Future
APPENDIX A. TEAM LAUNCH: FOUNDATIONS
Step One: Assess Stakeholders
Step Three: Build Trust Among Team Members
Step Four: Clarify Roles and Responsibilities
Step Five: Use Rewards to Support Alignment
APPENDIX B. ASSESSMENTS FROM APERIAN GLOBAL
APPENDIX C. RECOMMENDED CASE STUDIES
Cross-Border Mergers and Acquisitions
Global Innovation
Global Ethics
Unilever
BIBLIOGRAPHY
Books
Articles
Websites
ACKNOWLEDGMENTS
WILEY END USER LICENSE AGREEMENT
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With love to my wonderful wife Kacey for her encouragement and inspiration, and to my warmhearted and good-humored family, especially Anne, Chris, Katherine, Theo, Gabe, and Emma!
To my children, Matt and Sorine – I am thrilled that you share my love of global adventure! – and to David and the rest of my family, who support me in so many ways. You help me to cross borders every day.
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Trend lines seldom remain constant over time, and unpredictable events occur: natural disasters, civil unrest, war, disease, economic crises. The BRIC (Brazil, Russia, India, China) countries were once touted as the growth economies of the future, but Brazil and Russia have both since experienced economic turmoil and stagnation. Even China's once torrid double-digit growth has slowed to single digits and what its government is calling the “new normal,” although this is still double or triple the growth rates in the United States and Europe. And, as many companies that invested in Russia have discovered, geopolitics can scuttle once-promising trends. Investing in Russia seemed like a fine idea based on its size and market potential when the BRIC acronym was coined, but the country has turned out to be a far riskier place for investors than many predicted.3 Corrupt governments, poor infrastructure, and limited educational opportunities also hold back development in many locations.
Such caveats notwithstanding, the general trajectory from west to east and north to south has been in place for decades. Projected global population growth of at least two billion more people, almost all outside of the developed world, suggests that this trend will continue. One calculation places the global economy's center of gravity in 2050 between India and China, or more than 5,000 miles east of where it was in 1980.4 Carlos Ghosn, renowned CEO of automaker Renault-Nissan, remarks, “Growth is going to come from new markets – we all know China, India, the Middle East, South America – but also from the countries of the future, which are going to be the next wave coming.”5 In particular, projections based on population and/or natural resources often point to countries such as Mexico, Indonesia, Nigeria, Turkey, Vietnam, Iran, Egypt, Colombia, and the Philippines. Acronym lovers undeterred by the mixed performance of the BRIC nations now refer to the first four of these as the MINT countries.6 Their continued growth will require further investments in infrastructure along with ongoing social and political reform, and some will be more successful at harnessing their potential than others.
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