Thursday, April 28, 2011
Can You Fly If You Have Atrial Fibrillation
Five lessons of leadership for a globalized world: IESE Business School-University of Navarra
Salto Angel
Bolivar State Venezuela. Greetings
innovative / enterprising!
then copy them about leadership, I hope it useful. In the end, the source.
Despite the hundreds of titles published in the past year with the word "globalization," there is still much confusion about what this concept really means. But it is still less clear how to improve leadership development in an integrated and comprehensive world-the conference theme "Globalization and Leadership Development in an Integrated World: The Role of Companies and Business Schools, "held at IESE on 7 and 8 April 2011.
Most companies seem to be testing the waters: should develop a centralized leadership or recruiting local talent?, What is the best way to build and manage a diverse workforce?, And finally, what role have to play the business schools in training the next generation of leaders?
may not have answers for these questions, but the deans of business schools, academics, CEO and member of IESE's International Advisory Council that gathered at the conference agree on some key issues extensively.
1 .- cultivate local talent
A strategy based on "one size fits all" is an indefensible idea. While many companies such as Telefonica, rely on expatriate executives more valuable to emerging markets, exporting talent from headquarters without further has its limitations.
large extent, the chances of it depends on the personality of each, have a global mindset and thrive in collaborative environments, and from its socket. The chairman of Aegon, Kees Storm, puts it this way: "As football, not all players adapt to all teams. You have to find the right person for the right job. "
Being able to adapt to local customs is key to developing talent destination. Bertelsmann prefers to train local managers and entrepreneurs rather than relying too heavily on expatriates.
2 .- Embracing diversity
can not develop a culture without embracing multicultural diversity at all levels of operations. At the headquarters of Nestlé, for example, employs people from over 90 nationalities.
Swiss company makes its executives quickly come into contact with issues and international situations. "We must be curious and willing to leave your comfort zone," says Laurent Freixe, Nestlé Europe.
People must learn to work with diversity, not only cultural, but also employing more women in managerial positions.
3 .- To the beat of time
One of the main challenges for the development of leadership today is finding ways to attract and motivate the most talented members of the so-called "Generation Y".
leaders of this generation tend to address their professional development in a rather different, searching for meaning broader work, and a reconciliation of work and personal life more balanced.
To meet these demands, Allianz offers more jobs part-time executive to the most promising young leaders.
For his part, Martin Sorrell, CEO of WPP, urges companies to keep their eyes peeled on the impact of technological change in the workplace. "The information itself does not mean we can," he says, "The power lies in how you use it."
also predicts that there will be a profound change in the organizational structure of the companies: "So far, most of the benefits still fall on the traditional markets, but this will not last much longer. "
4 .- Collaborate with business schools
If the supply of executive talent falls short of current demand, business schools should ask themselves whether they are doing a good job in shaping leaders. CEO
Some perceive that business schools believe that their customers are students of MBA and forget businesses. In addition, they feel the need to change the current model of management education-dominated in the past 50 years by the U.S. management, and adopt a mentality more inclusive global.
Bruno Di Leo, IBM, calls for closer collaboration between public and private sector to develop talent, and a business approach to academia.
5 .- Ready for change
The executives who have succeeded so far in developed markets are not up to the challenges that await them in emerging economies.
"No company can succeed in emerging markets simply applying the practices that worked in Western countries," said Di Leo.
By not drag the same problems inherited developed countries, many emerging economies can skip some steps and innovate faster. Thus, even if they want to learn from Western models, this agility can stay one step ahead.
Source: up
http://insight.iese.edu/doc.aspx?id=1228&ar=20&idioma=1 # ca-pub-1481061083777299 
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