5. Global markets
The customer is getting more dominant
– over companies and countries
“Nationality” of a product is getting
more blurred & less important
Markets are becoming global – through
interlinked economies
The world is not (yet) flat – but “semi-
globalized”
5
6. What is “globalization”?
It is “blurring / eliminating /
transcending boundaries”
It is “fungibility” - i.e. interchangeability
and freedom of movement - of
managerial resources:
Money
Technology
Equipment
People 6
7. What does that mean for you?
You have to develop a global
mind-set
You need to be sensitive to cultural
differences
You have to integrate
You need to become a team-player
You need to get comfortable with
change
7
8. Developing a global mind-set
Open-minded
Non-judgmental
Comfortable with diversity
Interested in history, geography &
global phenomena
Risk-taking capability
Abstract thinking
People management
8
9. Need for cultural integration
Global business brings together people from
different cultures
Need to collaborate, to succeed
Cultural boundaries are not just national
boundaries – e.g. India = 25 cultures
Cultural integration critical for success
Case: Daimler – Chrysler merger
Failed due to cultural differences
9
10. Cultural diversity and
integration: a challenge
“American” “Indian”
•What do these labels
mean?
•How do you make
people work together
as a team?
•What is your cultural
orientation?
“Japanese”
“German”
10
11. Cultural integration
Get comfortable with diversity in
workplace
Avoid snap judgments
Build relationships based on
professional respect
Put “team” over “me”
Evolve result-oriented team culture
11
13. Understand company DNA
What are its core values?
What is its attitude to growth?
Slow and steady?
Aggressive?
Who makes / influences the decisions?
How?
What are its basic processes?
What are its limitations?
13
14. Organizational culture
“The Iceberg”
10%
Behaviour
Visible
Under
Attitudes, beliefs, the
value systems, surface
tradition 90%
14
15. Organizational culture
Do not go by first impressions
Remember the “iceberg”
Look for the “unsaid”
Gain acceptance
Then exert influence
15
17. The path to progress
Find role that matches your natural
strengths
Do justice to your role
Meet commitments
Volunteer
Keep learning
Be a “team member”
Earn your progress
17
18. The Manager: a “mind map”
“What is my mission in life?”
Know
Passion /
yourself!
Mission in life
“Role clarity”
“Find a balance”
Image
Rational vs. Manager
(Johari window)
emotional (You)
“Defining moments” “Owner vs. manager”
Stakeholders (customers,
employees, shareholders,
suppliers)
Developed by Prof. DVR Seshadri
“Communication / & Achal Raghavan
Alliance-building” 18
19. Business ethics
Ethical dilemmas - an integral part of
corporate life
More acute as you go higher up
“Defining moments” – created by your
decisions and actions
You need a “code” - and a framework
Remember – all it takes is one bad fall
19
20. The corporate ladder –
and your “centre of gravity”
As you climb, it Lonely at the top
feels great! 24 X 7 X 52
You can achieve a Work / life balance
lot of things Stress
Make a difference Risk and reward go
to the company together
Money and power !
•You have to find your “centre of gravity” - where your job and
your capabilities match at that stage in your career
• A higher position requires a broader base (of capabilities)
20
21. A recap
Get ready for a globalized work-place
Global mind-set
Cultural integration
Know your organization
Company DNA
Organizational culture
Know yourself
The manager’s mind map
Ethics
Your “Centre of Gravity”
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22. Sum-up
Play to your strengths
Do what you enjoy; the money will follow
A career is a marathon
Sustain your motivation and energy
Avoid burn-out
Nurture your human relationships
Stay in touch with yourself
Keep a sense of balance
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