ceoguidetogloballeadership bk ddi
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PREPAR I NG
FUTURE
THE CEOS GUIDE TO:
GLOBAL LEADERS
TO LEARN MORE:
EMAIL: [email protected]
WWW.DDIWORLD.COM/GLOBALLEADERSHIP
MKTEDBK02-0706
*KWCT*KWCT
THE AMERICAS
WORLD HEADQUARTERSPITTSBURGH412.257.0600
MEXICO CITY
52.55.1253.9000TORONTO416.601.5500
Other offices includeAtlanta, Calgary,Chicago, Dallas, Detroit,Monterrey, Montreal,New York, St. Louis,San Francisco, Santiago,and So Paulo
EUROPE/AFRICA
DSSELDORF49.2159.91680
LONDON44.1753.616000
PARIS33.1.41.96.86.86
Other offices includeJohannesburg,St. Petersburgand Warsaw
ASIA-PACIFIC
SHANGHAI
86.21.6113.2525SINGAPORE65.6226.5335
SYDNEY612.9466.0300
Other offices includeAuckland, Bangkok,Beijing, Brisbane,Dubai, Hong Kong,
Jakarta, Kuala Lumpur,Manila, Melbourne,Mumbai, Perth, Pune,Seoul, Taipei, and Tokyo
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PREPAR I NG
FUTURE
THE CEOS GUIDE TO:
GLOBAL LEADERS
By
David Tessmann-Keys
and
Richard S. Wellins, Ph.D.
Development Dimensions International, Inc., MMVII. All rights reserved.
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3 Globalization: The World Is Our Stage
5 Global Leadership Opportunities and Challenges
10 What Is Global Leadership?
16 Great Global Leadership Defined
23 Identifying and Developing Your
Global Leader Talent Pool
31 Facing the Global Leadership Imperative
33 Best Practices of Four Global Giants
37 Endnotes
38 Contributors
39 Authors
40 About DDI
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CONTENTS
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MicrosoftWashington, United States
Human Capital:
The worlds largest software company, Microsoft hasoffices on every developed continent and into the far-
thest reaches of the globe, employing approximately
71,000 people from Algeria to Zimbabwe.
In the last 10 years, Microsofts headcount has grown
by more than 246 percent.
Key Differentiators for Global Leaders:
Experience working in different geographic regionsbecause it breeds cultural sensitivity.
Cultural sensitivityability to connect with peopleon a different level.
Global Leadership Strategies and Best Practices:
Getting rising global leaders into a variety of offshore
assignments, from startups to mature units to turn-
around scenarios.
Providing a coach who has global experience.
Offering an appropriate level of support on the
personal/private side.
Global Leader Challenges:
Trying to not have many assumptions when entering
into new countriesbe prepared to start all over again.
PhilipsThe Netherlands
Human Capital:
Royal Philips Electronics is a global leader in health-care, lifestyle, and technology, and employs approxi-
mately 121,000 employees in more than 60 countries
worldwide.
Key Differentiators for Global Leaders:
Intellectual flexibility to take a perspective that is global.
Ability to engage and mobilize the workforce in such
a way that they sign up to the direction. Ability to influencebecause your dependence on
people not under your control is much higher.
Global Leadership Strategies and Best Practices:
Identify a specific group within the talent pool who will
make the most effective global leaders.
Develop a career program for global leaders that
includes experiences in two to three countries,business lines, and role models.
Develop competencies of entrepreneurial business
strategy (strategic direction) and people leadership.
Give global leaders five to seven years to develop.
Global Leader Challenges:
Building a larger pool of global leaders in order to
fuel growth.
Providing global leaders with an engaging environment
and developmental opportunities that can turn into
career opportunities.
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ABOUT DDI
Its a grow-or-die marketplace. And having the right talent
strategy is crucial. Development Dimensions International
will help you systematically and creatively close the gap
between todays talent capability and the people you will
need to successfully execute tomorrows business strategy.
We excel in providing a full range of talent management
solutions covering the entire employee lifecycle, including
testing, selection, onboarding, performance management,
leadership development, and succession planning.
DDI is all about giving you the kind of business impact you
want over the long termthats what we call realization.
The work we do together is tied to your organizations
strategies and becomes part of your business and your
culture.
And if your business is multinational, DDI has 75 offices
located in 26 countriesprecisely the kind of global
resources needed to implement your talent initiatives
effectively and consistently worldwide.
Take a closer look at www.ddiworld.com/
globalleadership.
The CEOs Guide to: Preparing Future Global Leaders is
the second in a series. To receive the first booklet, The
CEOs Guide to: Talent Management, please contact DDIs
Client Relations Group at 1-800-933-4463.
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