LEADING WITH A GLOBAL PERSPECTIVE

Transcription

1 LEADING WITH A GLOBAL PERSPECTIVE An Executive Education Program for New and Experienced Managers ELIZABETH WELDON, PHD This 1-day module gives managers the insights and skills they need to execute global strategy. They build these global leadership skills: Global thinking Cultural agility Collaborative problem solving Perspective taking This module can be customized to meet your needs.

2 2 LEADING WITH A GLOBAL PERSPECTIVE Elizabeth Weldon, PhD EllieWeldon@mac.com This 1-day module gives managers the insights and skills they need to execute global strategy. They acquire a better understanding of how successful companies create competitive advantage through global presence; how a successful global company operates 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 build global thinking, collaborative problem solving and cross-cultural skills. KEY BENEFITS At the end of the module, participants are prepared to: Make decisions that fit the global logics of their businesses 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.

3 3 LEARNING PROCESSES 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 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.

4 4 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. 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. 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 in face-toface 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.

5 5 Contact me for a detailed agenda EllieWeldon@mac.com This module can be customized to meet your needs. Elizabeth J. Weldon, PhD Citzenship: USA PhD, Organizational Psychology EllieWeldon@mac.com I am an independent executive education professor with 20 years of experience teaching in MBA, EMBA, Executive Education and customized leadership development programs in North America, Europe and Asia. As an independent professor, I work with business schools around the world to design and deliver executive education with impact. My goal is to help managers do their jobs better by delivering successful executive learning programs. Over the past 15 years, I have designed and delivered programs for IMD International, Duke s Global EMBA program, Penn State University, Indiana University, University of Colorado, Hong Kong University of Science and Technology, China Europe International Business School, Cheung Kong Graduate School of Business in Beijing, Peiking University, Insper Business School in Sao Paolo, the Petronas Leadership Centre in Kuala Lumpur, and King Abdullah University of Science and Technology in Saudi Arabia. Through my relationships with these schools, I have worked with many multinational and domestic companies including Morgan Stanley, Novartis, Medtronic, Pepsi-Co International, Metso and China Development Bank. Most recently, I worked with Insper Business School in Sao Paulo to design and deliver a 2-day leadership program for Odebrecht, a leading Brazilian conglomerate, and I taught in the Penn State Hershey Medical Center Leadership Academy. In addition, I was the keynote speaker at the inauguration of the Petronas Leadership Centre in Kuala Lumpur. The focus of my address was "Developing Change Leaders: Providing Insights + Tools + Skills to help your leaders succeed". I also delivered a key note lecture on "Becoming a Global Leader" in the Winter Enrichment Program at the King Abdullah University of Science and Technology in Jeddah, Saudi Arabia. I have served as Professor of Executive Education at the China Europe International Business School (CEIBS) in Shanghai, China. Before joining CEIBS, I served as the H. Smith Richardson, Jr. Visiting Fellow at the Center for Creative Leadership (CCL), a

6 6 top-ranked global provider of leadership development experiences. I was also Professor of Leadership and Management at IMD International in Lausanne, Switzerland, where I taught and designed executive programs focused on leadership, corporate renewal, and strategic human resource management. I have served on the faculties of the Cheung Kong Graduate School of Business in Beijing, Hong Kong University of Science and Technology, Indiana University, the Kellogg Graduate School of Management at Northwestern University, and the University of Illinois. I also served as an invited professor in the Global EMBA program in the Fuqua School at Duke University and the Executive MBA program at Beijing University. I have received awards for my research from the Organization Behavior Division of the Academy of Management, the Society for Industrial and Organizational Psychology, and the Emerald Publishing Group. I also won several teaching awards. I am the co-editor of Advances in Global Leadership, v. 4 (JAI press, 2006) and Management and Organizations in China (Macmillan, 2000). My article on Talent Management in China appears in Strategy-Driven Talent Management: A Leadership Imperative (Jossey-Bass, 2009). HOW I DESIGN AND DELIVER EXECUTIVE EDUCATION WITH IMPACT As an independent executive education professor, I work with business schools around the world to design and deliver executive education with impact. I provide useful content, I employ active learning, and I help participants apply what they learn to their work. My goal is to help managers do their jobs better by delivering executive education with impact. I select tools, models, examples, cases and concepts that will help them manage the important challenges they face. I select energizing and engaging activities to get the participants involved. I use challenging case studies where difficult decisions must be made, and I use video showing the key players talking about the decisions they made and why they made them. I use case examples showing how other companies address the challenges the participants face, and I use models and tools built on practical concepts and ideas. I use experiential exercises, discussion and debate, and other activities to promote interaction among the participants. I deliver only a few short lectures and show only a few PowerPoint slides to reinforce and expand key ideas. I use application exercises through out the program, so that participants are always thinking about how they will apply their learning when they get back to work. And at the end of each session, I use reflection, action planning and peer coaching to be sure that everyone has a concrete action plan to apply their learning at work.