Training Nov/Dec 2012 : Page 58

b est practices best Fostering g a Global Mindset Relevant t training g and experiential learning g geared toward developing g the e global mindset t of f each employee, and ultimately y of f the e whole e organization, is a crucial Y SIRIN KÖPRÜCÜ AND NEAL L GOODMAN, PH.D. f the e Training g department. BY function of he business world has been witnessing sig-nificant changes in the last 10 years, and there is no doubt there are more to come. Global foreign direct investment deals outbound from emerging economies are expected to multi-ply y over the next 15 years, making foreign direct investment a major source of f business financing, Sirin Köprücü (left) is even in the U.S. Trade-to-GDP ratios are rising a senior r associate e with significantly in many OECD countries. Tech-Global Dynamics, Inc., a nology y continues to reduce geographic distance, training g and development enabling more globally y integrated enterprises to firm specializing g in emerge. As a result, organizations—ranging from globalization, cultural entrepreneurial to multinational corporations— intelligence, effective increasingly y seek k professionals who can navigate virtual workplaces, and the complexities of f international business and diversity y and inclusion. develop credibility y among people of f different cul-tural backgrounds. Neal Goodman, Ph.D., is president t of f Global Dynamics, Inc. He EMBRACING CHANGE T In his article “U.S. Entrepreneurs Need d a True Global l Mindset,” published d in The e Huffington Post, can be e reached at Ted d Zoller, VP of f Entrepreneurship at t Ewing g Mar-305.682.7883 and at ion Kauffman Foundation, writes, “The U.S. is by ngoodman@global-nature more insular than other countries with dynamics.com. For r more respect t to new w ventures.” He cites the size of f the information, visit www. U.S. domestic c market t as one reason. “…whereas in global-dynamics.com. smaller r countries such h as Denmark k and d Sweden, or r in large but t poorer r countries, firms with h high ambitions have long g had d to look k to international markets to remain competitive, as their r domestic Multinational l corporations s also acknowledge e the changing g market t conditions, realize e the e opportuni-ties s that t advanced d technology y offers s today, and d feel the e need d to change. In a keynote speech h delivered d in 2011, IBM CEO Samuel l J. Palmisano said, “It t is so easy y to stick k with things that t have made you u a successful l company y or institution—a a winning g product, a profitable busi-ness model. It’s even easier r to stick k with h what’s made you u successful l as a professional—what t got t you u to where you u are. Yet t one of f the core responsibili-ties of f leadership is to understand d when it’s time to change—the organization and d yourself.” Multinational l corporations s recognize e the e opportu-nities s in n being g able e to span n boundaries s by y increasing accurate e information n flow w with h new w technologies; the opportunities s that t come e with h collaborative e thinking; and d the e opportunities s that t come e through h long-term orientation n and d developing g people e and d systems s that innovate. NOW IS THE TIME Organizations increasingly seek k professionals who can navigate the complexities of international business. markets couldn’t t sustain them.” He points out t how w the relative geographic and cul-tural isolation of f the U.S. can be another challenge. Most t importantly, he emphasizes the importance of f being g able to seek k innovation in diverse per-spectives and diverse locations rather than finding creative ways to carry y a U.S.-born idea a elsewhere. 58 On the bright t side, it t has rarely y been so exciting g to be a leader in the history y of f business. This is the time to expand minds to the ways of f the world and become curious like a child, to be able to relate to people with different t perspectives with confidence and in a trustworthy y manner, and to take advan-tage of f exciting g technology y to know w and navigate global business complexities with finesse. This is the time to operate with a global mindset t while celebrating g one’s own roots and values. With a global mindset, today’s business leaders have the chance to bring g innovation, economic c sustainability, and peace not t only y to their geographic areas but t to all societies they can engage in their business endeavors. As the 2012 Edelman Trust t Barometer indicates, business leaders have the chance to bridge the gap of f growing g mistrust t in societies. Needless to say, relevant t training g and d experiential learning g geared d toward d developing g the global l mind-set t of f each h employee, and d ultimately y of f the whole organization, has become a key y training g field d and will l equip organizations with h the essential l capabili-ties to innovate, engage, and d prosper r in these exciting t times of f the 21st t century. Q www.trainingmag.com | NOVEMBER/DEC EMBER 2012  training

Best Practices

Sirin Köprücü And Neal Goodman, Ph.D.

Relevant training and experiential learning geared toward developing the global mindset of each employee, and ultimately of the whole organization, is a crucial function of the Training department. BY SIRIN KÖPRÜCÜ AND NEAL GOODMAN, PH.D.

The business world has been witnessing significant changes in the last 10 years, and there is no doubt there are more to come.Global foreign direct investment deals outbound from emerging economies are expected to multiply over the next 15 years, making foreign direct investment a major source of business financing, even in the U.S. Trade-to-GDP ratios are rising significantly in many OECD countries. Technology continues to reduce geographic distance, enabling more globally integrated enterprises to emerge. As a result, organizations—ranging from entrepreneurial to multinational corporations— increasingly seek professionals who can navigate the complexities of international business and develop credibility among people of different cultural backgrounds.

EMBRACING CHANGE

In his article “U.S. Entrepreneurs Need a True Global Mindset,” published in The Huffington Post, Ted Zoller, VP of Entrepreneurship at Ewing Marion Kauffman Foundation, writes, “The U.S. is by nature more insular than other countries with respect to new ventures.” He cites the size of the U. S. domestic market as one reason. “…whereas in smaller countries such as Denmark and Sweden, or in large but poorer countries, firms with high ambitions have long had to look to international markets to remain competitive, as their domestic markets couldn’t sustain them.”

He points out how the relative geographic and cultural isolation of the U.S. can be another challenge.Most importantly, he emphasizes the importance of being able to seek innovation in diverse perspectives and diverse locations rather than finding creative ways to carry a U.S.-born idea elsewhere.

Multinational corporations also acknowledge the changing market conditions, realize the opportunities that advanced technology offers today, and feel the need to change.

In a keynote speech delivered in 2011, IBM CEO Samuel J. Palmisano said, “It is so easy to stick with things that have made you a successful company or institution—a winning product, a profitable business model. It’s even easier to stick with what’s made you successful as a professional—what got you to where you are. Yet one of the core responsibilities of leadership is to understand when it’s time to change—the organization and yourself.”

Multinational corporations recognize the opportunities in being able to span boundaries by increasing accurate information flow with new technologies; the opportunities that come with collaborative thinking; and the opportunities that come through long-term orientation and developing people and systems that innovate.

NOW IS THE TIME

On the bright side, it has rarely been so exciting to be a leader in the history of business. This is the time to expand minds to the ways of the world and become curious like a child, to be able to relate to people with different perspectives with confidence and in a trustworthy manner, and to take advantage of exciting technology to know and navigate global business complexities with finesse.

This is the time to operate with a global mindset while celebrating one’s own roots and values. With a global mindset, today’s business leaders have the chance to bring innovation, economic sustainability, and peace not only to their geographic areas but to all societies they can engage in their business endeavors. As the 2012 Edelman Trust Barometer indicates, business leaders have the chance to bridge the gap of growing mistrust in societies.

Needless to say, relevant training and experiential learning geared toward developing the global mindset of each employee, and ultimately of the whole organization, has become a key training field and will equip organizations with the essential capabilities to innovate, engage, and prosper in these exciting times of the 21st century.

Organizations increasingly seek professionals who can navigate the complexities of international business.

Sirin Köprücü (left) is a senior associate with Global Dynamics, Inc., a training and development firm specializing in globalization, cultural intelligence, effective virtual workplaces, and diversity and inclusion.

Neal Goodman, Ph.D., is president of Global Dynamics, Inc. He can be reached at 305. 682.7883 and at ngoodman@globaldynamics.Com. For more information, visit www.Global-dynamics.com.

Read the full article at http://pubs.royle.com/article/Best+Practices/1236904/135222/article.html.

Previous Page  Next Page


Publication List
Using a screen reader? Click Here