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Developing Global Leadership [UTC]

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Matouš Havlena

on 11 April 2013

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Transcript of Developing Global Leadership [UTC]

Developing Global Leadership National Leadership Development Challenges Defining a global success profile Sourcing best-fit global leaders Grooming effective global leaders Culture Differences People vs Tasks Mutual commitment vs Indivualism Communication Warm vs Good Relationships four two one three Design Framework for Global Leader
Development Workforce Planning: Demand & Supply Build a bench Formulate Strategy
for Global Leader Development Global Leader Development Outcomes Stability in the leadership pipeline Support and expansion of its global operations Transitioning to Global Leadership Leadership Complete Service Agenda 1. Purpose
2. National Leadership Development
3. Culture and International Transition
4. Global Leadership
5. Big Picture Domestic Leadership Refocus
KSA's Global
Leadership Positives
Target only high potential individuals

Lack of history Select Develop Positives
Candidates undestand corporate culture
Opportunity for evaluation

Retention Select the right people Leadership training Career planning & motivating Monitor development Transition GLOBAL LEADERSHIP Chance F. Longo
Ryan Brazzell
Siyun Sun
Matous Havlena
Ondrej Siroky Technology shift + Economic shift New opportunities to reach markets and advance enterprise capabilities Traditional multinational corporation needs to take on a new, flexible form.... ...Global Integrated Enterprise country-based teams we need global teams and missions to support a worldwide business agenda We need to transform our workforce into
global employees who thrive within GIE more collaborative more attuned to a multiplicity of cultural differences more fluid and less hierarchical How to develop
Global Leadership Grow via a consistent methodology Enable the GIE vision Goal: Align business strategies with national priorities and societal goals, build local expertise and expand market relevance Develop Leadership Goal: Provide more employees with opportunities to enhance their skills, and offer more varied global experience earlier in careers Goal: Accelerate enterprise-wide collaboration and an organizational culture based on shared values Deploy a plan on enterprise level on how to raise future leaders To do this... ...create a new multi-country, multi-discipline team which works side-by-side with a particular country general manager Members of the
multi-country team... Expand knowledge of national priorities... ... and societal goals while... ... gaining a greater appreciation of cultural diversity and how it impacts the business environment Members of
the country team... Expand their expertise in different disciplines Get access to invaluable GIE resources, including strategic mentoring, networking and execution support one two three To do this... ...use collaboration tools that support both collaboration and culture change: web-based video conferences
document-sharing system
instant messaging
employee search engine To do this... guide employees in identifying their own skill needs and gaps
provide employees visibility to resource trends to enable proactive skill planning
expand offerings in international assignments
provide language and culture immersion prior to country deployment
provide a global training ground for emerging leaders Leadership bench Creating the right 360° environment Key phases Key questions Organization size Developing Leadership Bench CULTURE AND INTERNATIONAL TRANSITION Beware each potential leader's personal characteristics Seek "cultural self-awareness
Invite the unexpected
Get "results through relationships"
Practice "frame-shifting"
Expand ownership
Develop future leaders
Adapt and add value
Maintain core values and flexibility
Extert influence across boundaries Sins of Leadership Laws of Leadership According to Jack Welsch Not giving self-confidence its due
Muzzling voice - know-it-alls
Acting phony - be authentic!
Lacking the guts to differentiate
Fixation of results at the expense of values
skipping the fun part According to Peter Drucker Pride Lust Greed Sloth Wrath Envy Gluttony Maintain absolute integrity
Know your stuff
Declare your expectations
Show uncommon commitment
Expect possitive results
Take care of your people
Put duty before self
Get out in front Big Picture Questions? Chance F. Longo
Ryan Brazzell
Siyun Sun
Matous Havlena
Ondrej Siroky need to assess leadership bench company's core employees are leaving 360° feedback important component in the
process of creating self-awareness

improving a leader’s capacity to lead others Supports open and honest communication Solicits feedback and promotes change Performs best in a collaborative team environment Promotes personal development throughout the organization Is performance driven and measurement oriented >50 employees <20 not good 1) 2) 5) 4) 3) Business change - adjust focus? Are there any current leaders that might play key leadership roles? Leadership requirements? How can current leadership be shaped to prepare for the future? Trends across bench in current leadership skill strengths and gaps Internal vs external skills Executive vs. line skills Motivation and maturity Definition of future leadership roles and governance two one three Clarify strategic and organizational opportunities Assess each senior leader individually Recommend bench and individual actions Conclusion
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