This module gives your managers the insights and skills they need to execute global strategy. Your managers will gain a better understanding of
- how successful companies create competitive advantage through global presence
- how successful global companies operate as an integrated enterprise
- how successful managers collaborate across boundaries to reconcile corporate strategy, regional priorities, and local conditions, and
- How successful managers lead and work in global teams.
They will also develop global thinking, collaborative problem solving and cross-cultural skills.
At the end of the program, participants will be prepared to:
- Make decisions that fit the global logic of your business
- Collaborate across functional, geographic, organizational and cultural boundaries
- Manage relationships in a global matrix
- Balance competing demands in global matrices and transnational organizations, and
- Work successfully in and lead global teams.
This module includes a variety of learning activities to provide a useful and engaging learning experience.
How successful companies use global presence to create competitive advantage
- Case example. The logic of global business. I show how P&G’s global strategy and global organization have changed since its birth in 1837. This analysis shows how changes in the global environment drive strategy and a company’s global organization.
- International discovery expedition. We travel to one of your operations in a key market where I work with your local managers and local business schools to provide participants a first hand look at the challenges and opportunities your company faces in implementing its global strategy. This powerful international experience creates a better understanding of your company’s global strategy and builds valuable cross-border networks.
Managing tensions in a global company
- Case analysis. The view from headquarters. The CEO of a global company is frustrated by the apparent unwillingness of the president of their Chinese subsidiary to conform to the company's planning and reporting processes. The CEO must decide how to handle the country manager. I use this case to a) see how organizations can balance global business pressures with local demands and regional needs and explore the structures, systems, and processes needed to manage this tension; b) assess the roles and responsibilities of country mangers and how these may change over time; and c) to improve understanding of headquarters-subsidiary controls, by differentiating between administrative control, strategic control, and operating control, and analyzing the need for and appropriateness of each mode.
- Case analysis. A country manager’s point-of-view. A new country manger takes over the Italian subsidiary of a US-based firm, which is struggling on several fronts. The country manager must reconcile corporate strategy, regional priorities, and local conditions. We see how the country manager responds to local opportunities and threats, while being sensitive to internal organizational interests and constraints.
Leading a cross-cultural team
- Case example. This case shows how cultural differences influence the dynamics of a virtual cross-cultural team. The team leader must diagnose the causes of the group’s failure and create a more effective team.
- Video Case. Managing Interpersonal processes in a global matrix. This video shows how an Italian manager leading an Indian subsidiary managed difficulty relationships with his team.
- Group exercise. Collaboration across boundaries. This exercise illustrates the importance of dialogue for effective collaboration in global companies. It also captures several key dynamics of cross-cultural, virtual teams. Group members work together to solve an ill-defined problem while blindfolded. To succeed, group members must establish a shared understanding of the task and how they will work together. Participants learn the value of dialogue: asking questions, listening to the answers, and drawing each member into the problem-solving process. They also see the impact of how the lack of a shared culture can affect team processes. After I debrief the exercise, I do a short lecture on how to improve dialogue for effective collaboration.
- Win-win collaboration role-play: This is a two-party problem-solving exercise with a hidden win-win solution. Participants learn how to use perspective taking to identify the interests of others, a key skill for collaborating successfully across cultural and organizational boundaries.
Reflection and Action Planning
- Learning Diaries: Participants use learning diaries to capture key learning points.
- Reflection, action planning and peer consulting: We finish the module with a reflection and action planning session, including peer consulting on action plans.
- Collaborating to Drive Performance
- Putting People at the Heart of Business Strategy
- Leading Change
- Executing Your Business Strategy
- Leading Empowered Teams
Foundations of Global Leadership
Your managers will build these global leadership skills:
- Global thinking: Considers the impact of decisions on both local and global operations and initiatives; works to ensure global best practices and innovations are utilized on a global basis; makes decisions that fit the global strategy of the firm.
- Cultural agility: Works effectively with people from different cultures face-to-face and in virtual teams; understands how local conditions and cultural norms affect members of the team; knows how to learn quickly about national and cultural differences when new people are added to the team; has specific knowledge about the nations and cultures included in their teams.
- Collaborative problem solving: Analyzes the interests of other parties and uses this insight to develop creative solutions to conflict; uses collaborative methods to manage local-global tensions.
- Perspective taking: Analyzes situations from another person’s point-of-view to see how different interests, goals and constraints affect behavior; understands how different global roles affect interests, goals and points-of-view.
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