When companies change, so must their managers.
During the past decade, significant changes have affected the world economy, forcing companies to adapt to a new world, that of the global economy. The issue of globalization has been with us for some time, much has been written about global companies, but far less has been said about the managers who have to make global firms work. Managing with a Global Mindset closes this gap.
Globalization demands totally new managerial mindsetthe global mindset. Jeannet's book, the first of its kind, provides the skill sets requires to develop and master a global mindset. It take a detailed look at the concept and contrasts it with other types of mindsets (domestic, regional, international, multinational). It delivers the knowledge to harness key competencies: from defining the mindset, through to delivering the analysis, strategic and personal skills required, and how to develop future managers of this ilk in companies of all sizes.
Managing with a Global Mindset challenges the international management community, confronting it with innovative managerial concepts and research, developed and invented for the single purpose of assuring the competitive success of companies in the age of globalization.
"It is not sufficient to prepare your corporation for the global age by adjusting your organizational structure, your strategic skills and operational know-how. A change has to take place in the culture of your company, in the minds of your managers."
Dr Henri B. Meier, Member, Executive Committee, F. Hoffmann-La Roche Ltd
"Jean-Pierre Jeannet's book brings clarity to the development of global strategies."
Matti Alahuhta, President, Nokia Mobile Phones
I. INTRODUCING THE GLOBAL MINDSET.1. Introduction: The Global Imperative.
To Whom Does Globalization Apply? Global logics: the key to understanding the global imperative the Reality of the global economy. The need for a new managerial mindset. Accommodating the global imperative. Implementing global mindsets.2. The Need for Global Minds.
Development from trading to globalized economy. Drivers of the global economy. Impact of the global economy on business and managerial practice.3. From Domestic to Global Thinking: Five Generic Mindsets.
The domestic mindset. The international mindset. The multinational mindset. The regional mindset. The global mindset.
II. GLOBAL ANALYTICAL SKILLS: ANALYZING AND UNDERSTANDING GLOBAL LOGICS.4. Finding the sources of global logic within the customer base.
Global customer logic. Understanding global purchasing logic. Global information logic.5. Finding global logic in industry and in the competitive environment.
Global competitive logic. Global industry logic. Global size logic. Global regulatory logic.6. Assessing patterns of global logic.
Selection of generic global logic dimensions. Measuring global logic intensity. Assembling global logic into meaningful patterns. Global logic trends over time. Implications for global strategies.
III. GLOBAL MARKET ASSESSMENT.7. Understanding the Global Chessboard.
Mapping out the global chessboard. Building chessboards by industry/company. Appreciating the value of a single-country market. Projecting the chessboard into the future. Recent upheavals in the global chessboard. The concept of a “must win” market. Summary.8. Spotting global trends.
Detecting lead markets. Industries and lead markets. Implications for global mindsets. Implications for global firms. Summary.
IV. GLOBAL STRATEGIC SKILLS.9. Selecting Pathways to Globalization.
Generic internationalization pathways. Pathways to global strategies. Summary.10. Generic Global Business Strategies.
Superficial global business strategies. Partially global business strategies. Global functional strategies. Summary.11. Adopting Generic Global Business Strategies.
Generic global marketing strategies. Fitting generic global strategy options. Crafting generic global strategies.12. Prioritizing Generic Global Strategies.
Identifying the globalization gap. Facing multiple spiderwebs. Playing the resource game: global focus or niche strategies? The role of the global dimension.
V. IMPLEMENTING GLOBAL MINDSETS.13. Organizational Concepts for Global Mindsets.
Defining geographic organizational mandates. Maximizing global leverage. Moving toward a globalized organization.14. Building Global Minds for Individual Managers.
Components of the global mindset. Acquiring key market knowledge. Understanding the global superstructure. Cross-cultural skills. Cultural roots for global mindsets. The spirit of generosity.15. Implementing Corporate Global Mindsets.
Diagnosing the corporate global mindset. Fit With global logic. Expanding and building global corporate mindsets.16. Practicing Global Mindsets.
Step one: charting the global opportunity. Step two: assessing the global logic pattern. Step three: global generic strategies. Step four: selecting generic global functional strategies. Step five: making the global resource trade-off. Step six: diagnosing global organizational requirements. A process for engaging in global mindsets.Epilog.
The issue of globalization has been with business for some time. Much has been written about the companies, but far less about the managers who have to make global firms work. This book intends to close that gap. The concept of the global mindset has been the center of the author's writing for several years and has its origin in a need to describe the nature of a global perspective. The book takes a detailed look at the concept of the global mindset and contrasts it with other types of mindsets (domestic, international, multinational, regional). It makes an argument for managers to achieve a global mindset and for companies to create a sufficient cadre of such managers. It then goes about detailing the elements that might make up such a mindset: database, analytic skills, behavior, etc. In its orientation, this book is forward looking, describing future practice and future requirements, and yet is based upon examples of advanced practice firms.
The book also contains concepts, developed partly by the author as a result of his consulting practice, that are geared primarily to the global strategist and are different from concepts used for more typical country-by-country business practice. Frequent use of company illustrations is made.
Outline of the book
Section 1: Introducing the global mindset
Chapter 1 outlines the changes in the globalizing economic system which requires a change in the type of managerial mindset. Reference is made to previous types of mindsets and the need for a paradigm shift. Some winners and losers, big and small companies, will be analyzed.
Chapter 2 deals with the nature of the global mindset compared to other types of current managerial mindsets. In particular, the differences between domestic, international, multinational, regional, and global mindsets are emphasized. The issue of an appropriate pathway towards a global mindset is raised.
Chapter 3 presents five generic mindsets for consideration by the reader.
Section 2: The analytic skills of the global mindset
The emphasis in this section is on the analytical skills required to ferret out the extent of globalization that has taken place, or that will occur in a given industry. Global logic assessment is one of the core analytical elements presented in this book. The various chapters cover finding the sources of global logic within the customer base, finding global logic in industry and the competitive environment and assessing different patterns of global logic.
Section 3: Global market assessment
This section focuses on new types of market analysis needed for global analysis as opposed to single-country analysis. New tools proposed are the global chessboard, ripple effects, and lead markets.
Section 4: Global strategic skills
This section deals with the various types of generic global strategies managers need to understand. It takes the position that the world is much too complex to be categorized into "global" or "non-global," indicating that the relevant question becomes "Which global strategy do I adopt?". A multitude of different generic global strategies are described.
Section 5: Implementing global mindsets
Chapter 13 outlines the various types of new organizational forms companies will have to adopt in order to become successful with global strategies. Key new concepts are global mandates, the various types of permanent or semi-permanent global units formed today, and processes necessary to achieve global leverage.
In Chapter 14 we deal with the frequently asked question: "What does a global mindset have to know?". The difference between single-country knowledge and global knowledge in the realm of politics, economics, history, and culture are identified. Suggestions are included on how the individual manager can build a personal global "database."
The final chapter focuses on the actions companies can take to implement the ideas described in this book. It is intended to be a "call to action," or a "wake-up call" to managers anywhere, with any size of firm, and any industry.
Research and evidence base of material
The author has had some 20 years' experience in executive education, and spent much of the last ten years researching global marketing and global business strategies. Many of the concepts created and described come out of his teaching experience at Babson College in the USA, and at IMD Institute in Lausanne, Switzerland, as well as from teaching in many executive programs for international and global firms. The author has also had firsthand experience in guiding international firms in their strategy making and has had ample opportunities to test those concepts in real situations.
As part of the text, concepts are illustrated using leading firms. The author has had direct contact with many of these firms, either through management development teaching, research, case writing, or project consulting. Included in that list are US-based firms such as IBM, GE, Whirlpool, Citibank, Polaroid, Digital, State Street Bank, Johnson & Johnson, Exxon, AT&T, Nynex, and Hewlett-Packard. Among the European firms, the author's list of direct contacts includes Siemens, ICI, Zeneca, Nestle, Nokia, ABB, Sulzer, DSM, Avebe, AresSerono, Neste, Tetra Laval, BAA, Union Bank of Switzerland, NatWest/Coutts, Telekurs, Deloitte Touche Tohmatsu International, Olivetti, St. Gobain, CibaGeigy, Philips, Logitech, Electrolux, Siemens-Nixdorf, Zurich Insurance, Swissair, SMH (Swatch/Omega), Curver-Rubbermaid, and Lego. The author has had intensive interaction with several of these companies, with regards to many of their business units. Furthermore, the author has access to a large inventory of examples from his secondary research. The author has also been Visiting Lecturer at Keio Graduate School of Business in Japan, and has worked with several Japanese companies, including Sony.