Docstoc

Online Marketing Management Certificates - PowerPoint

Document Sample
Online Marketing Management Certificates - PowerPoint Powered By Docstoc
					THUNDERBIRD



  Do You Have A Global Mindset?


    Thunderbird Alumni Webcast
        September 5, 2007
Introductions

• Hosts
  – Peter R. Schatschneider
     • Senior Brand Manager, University Alliance
  – Jon Meyers
     • Associate Vice President, Alumni Relations Thunderbird
       School of Global Management
• Keynote Speaker
  – Dr. Mansour Javidan
     • Director of the Garvin Center for Cultures and Languages
       of International Management at Thunderbird
Agenda

• Alumni Relations Update
• Online Certificate Overview
• Feature Presentation
  – Do You Have a Global Mindset?
    • Dr. Mansour Javidan
• Live Q&A Session
  – Please type your questions in the Q&A
    area on the right of your screen…
Thunderbird Alumni Relations

• Jon Meyers
  – Associate Vice President, Alumni
    Relations
• Thunderbird Alumni Relations
  – Campus-based resource for Thunderbirds
    around the world
  – Promoting lifelong learning opportunities
    through relationships with premier service
    providers
Thunderbird Alumni Relations
 The success of Thunderbird’s Alumni Relations
 rests fundamentally on the effectiveness of its core
 functions: Communications, Connections, Career
 Services
  • Deliver information that is timely and engaging
  • Advance Thunderbird’s mission
  • Support professional needs of T-bird graduates
  • Maximize value of your degree and your ongoing
    relationship with School
  • Increase overall visibility and brand awareness of
    Thunderbird
  • Provide programs and services that add value for you
    and your organization
Thunderbird Online Certificates
 The future of Thunderbird relies on the continuous
 innovation of new educational mechanisms,
 including these 100% online certificate programs
 developed in partnership with the University
 Alliance:
  • Online Executive Certificates
      • International Management
      • International Marketing
  • “Doing Business in…” Certificate Series
      • Doing Business in China
 Thunderbird Online Certificates
Executive Certificate in International Management
 • Global Management
 • Global Leadership
 • Global Strategy Implementation

Executive Certificate in International Marketing

 • Global Marketing Strategy
 • Global Marketing Management
 • Global Brand Management
 Thunderbird Online Certificates
Doing Business in China
Preparing for the Global Marketplace

  • Building Cultural Competence with the
    Cultural Navigator
  • Developing Successful Business
    Partnerships
  • Managing Sustainable Teams, Alliances and
    Joint Ventures
  • Creating Competitive Advantage through
    Strategic Insight
Thunderbird Online Certificates
Benefits You
  • Sharpen/refresh your skills
  • Career transition/learn new skills
  • Update your credentials
  • Online flexibility
Benefits Your Organization
  • Increase international expertise
  • Capitalize on more global opportunities
  • Infuse Thunderbird into your organization
  • Create synergy within your management teams
  • Achieve “Truly Global” success
THUNDERBIRD




  Do You Have a Global Mindset?

       Mansour Javidan, Ph.D.
    Director, The Garvin Center for
       Cultures and Languages
Samuel J. Palmisano, the Chair of the
Board, President, and CEO of IBM:

• “Today’s global corporations are shifting their focus
  from products to production-from what things
  companies choose to make to how they choose to
  make them, from what services they offer to how they
  choose to deliver them. Simply put, the emerging
  globally integrated enterprise is a company that
  fashions its strategy, its management, and its
  operations in pursuit of a new goal: the integration of
  production and value delivery worldwide. State
  borders define less and less the boundaries of
  corporate thinking or practice.”
The Globalized World of
Business
• The global corporation is evolving as a
  global network of interconnected and
  tightly integrated internal and external
  activities designed to satisfy their varied
  customer markets in different parts of
  the world
Eaton Corporation

• Eaton’s manufacturing operations:
  – 210 plants in 32 countries
• Eaton’s global supply chain:
  – At least 86 countries
• Eaton’s marketing:
  – US, Canada, Brazil, Mexico, Costa Rica, So
    Africa, all of Western Europe, Russia, Australia,
    India, China, Singapore, Malaysia, So Korea,
    Thailand, and others....
Eaton Corporation:

• Has a global workforce
• Has a global supply chain
• Has a global market (over 50% from
  outside the US)
• Uses global virtual teams
Global Mindset Project (GMP)
at Thunderbird
•   Define Global MindsetSM
•   Identify the antecedents and consequences of
    Global MindsetSM
•   Develop metrics for measuring Global MindsetSM
•   Design scientifically based assessment tools
    for Global MindsetSM
•   Conduct large scale studies of executives in
    large multinational corporations
•   Design methodologies to enhance the Global
    MindsetSM of managers and executives
GMP
•   Started in late 2004
•   A group of 8 professors at Thunderbird
•   Comprehensive review of the existing literature
•   Interviews with 40 Thunderbird colleagues
•   Interviews with 217 senior international executives in over
    20 cities in the world
•   An invited only conference with 40 distinguished scholars
•   Instrument design
•   Publication of several academic and managerial articles
    and books
•   HR Summit on Global MindsetSM in 2007
Interviews Sponsored by
Worldwide ERC Foundation
USA
Gregory M. Stewart, SCRP
Chief Executive Officer
MeridianEaton Global

Kim Froggatt
Vice President Of Asia
Primacy World Headquarters

Chris James
Manager of Human Resources
Bechtel Corporation
Interviews Sponsored by
Worldwide ERC Foundation
Hong Kong
P.O. Mak
HR Leader
GE Capital Asia Pacific

John W. Allison
Vice President, Human Resources, Asia Pacific Division
FedEx Express

Belgium
John Pfeiffer
Associates for International Research, Inc. (AIRINC)
Interviews Sponsored by
Worldwide ERC Foundation
China
Jeffrey Albright
President of Asia
Briggs & Stratton Corp.


Poland
Francisco Munoz Ramirez
General Manager
Colgate Palmolive Poland Sp. z o.o
Interviews Sponsored by
Worldwide ERC Foundation
India
UVG Sekar
Senior Vice President and Global Head of
HR
iGATE Global Solutions Ltd.

S. Padmanabhan
Executive Vice President & Global Head, HR Operations
TATA Consulting Services Limited

Santrupt Misra
Director, HR & IT
Aditya Birla Management Corporation Ltd.
Global Leadership defined:

• Global leadership is the process of
  influencing individuals, groups, and
  organizations inside and outside the
  boundaries of the global organization,
  representing diverse
  cultural/political/institutional systems to
  contribute towards the achievement of
  the organization’s goals.
• Global Mindset is a set of individual
  attributes that enable and facilitate global
  leadership.
Global MindsetSM


      The ability to influence
       individuals, groups,
        organizations, and
         systems that are
        unlike the leader’s.
Global Mindset

• “Global mindset to me means that the
  individual has a global passport, but in their
  head.”
• “It’s the ability to understand the similarities
  and differences among cultures and their
  reasons.”
Global Mindset

• “understanding and respecting other
  cultures rather than judging them.”
• “The ability to avoid the simplicity of
  assuming all cultures are the same, and
  at the same time, not being paralyzed
  by the complexity of the differences.”
Global Mindset

• Someone with a global mindset enters a
  new and different situation with many
  more questions rather than answers,
  assumptions and presumptions.”
• “It’s being able to make sense of
  contrasting frames of reference and the
  ability to simultaneously see oneself as
  American and German.”
Global Mindset

• “I think it’s a natural curiosity to learn
  more about other cultures.”
• “Rather than being frustrated and
  intimidated by the differences, enjoying
  them and seeking them out because
  you find them fascinating.”
Global Mindset

• “Being comfortable with being
  uncomfortable in uncomfortable
  environments.”
• “It’s like a bug. Once you have it, you
  can’t get rid of it.”
Global Mindset

• “Eternal Optimism, no fear of failure,
  open to taking risks”
• “From a business perspective, the lack
  of fear means that when someone
  thinks about how to create a new
  product, they think of it in much deeper
  and broader terms of how it applies to
  the global market.”
Global Mindset

• “People with a global mindset have a
  sense of adventure. They are attracted
  to the unknown.”
• “Can-do attitude. Sky is the limit.”
• “I broke off my engagement to go to
  Thunderbird because something in me
  was drawing me to explore the world.”
Gerald Schafer is a Swiss national who
has never really lived in Switzerland.
He was born in Budapest to a Swiss
foreign-service officer and his
Hungarian wife. Mr. Schafer grew up in
Africa and South America and studied in
the United States. He speaks
Portuguese (at home with his Brazilian
wife), Spanish, French, German,
English and Hungarian.
Figure 2: Global Mindset and Effective Global
Leadership          Individuals
                 Social        who possess                                                      Global
                 Capital             the                                                    Corporations
                                 behavioral
                                                                                               that are
                               flexibility and
                                discipline to
                                                                              Global         successful




                                                   Behavioral Repertoire
                                     act                                     Leaders      in their different
                Individuals                                                                     global
                               appropriately                                 who are
                who have a                                                                     markets
Psychological     global          Individuals                              effective in
   Capital        mindset           who are                                influencing
                                  capable of                                  people           What is
                                  perceiving,                                  from          the game?
                                   analyzing                                 different        What are
                 Intellectual         and                                     socio-         the rules?
                   Capital         decoding
                                                                             cultural         How do
                                   the global
                                                                             systems          we win?
                                   operating
                                 environment
                              Individuals who
                               can accurately
                              identify effective
                              managerial action
                                in the global
                                 operating
                                environment
IC1: Knowledge of the Global
Industry
• The global business, competitors,
  and industry
• Economic and political issues and
  customs
• How to transact business in different
  parts of the world
• How to scan the world for
  unexpected trends and to
  understand international issues
IC2: The global value network

• The global network of suppliers,
  customers, creditors, and partners
• Professional contacts worldwide
• Ability to manage global networks
IC3: The global organization

• The tension between global
  efficiency (corporate) and local
  effectiveness
• The global value creation when
  making local decisions
• Global, inclusive vision, finding a
  common view
IC4: Cognitive Complexity

• The ability to understand and deal
  with complex global issues
IC5: Cultural Acumen

• Cultural self-awareness
• Understanding cross cultural
  differences
• Exploit similarities to discover
  differences
• Understanding other histories and
  cultures
• Knowledge of other languages
Intellectual Capital: Summary

•   Knowledge of the global industry
•   Global value network
•   The global organization
•   Cognitive complexity
•   Cultural intelligence
PC1: Strong psychological
profile
• Resiliency
• Curiosity
• Fearlessness and risk taking
  propensities
• Quest for adventure
• High self confidence; strength to
  question one’s assumptions
PC2: Attitudes towards Cultural
Diversity
• Willingness to work across time and
  distance
• Respect for others
• Valuing and leveraging cultural
  differences
• Passion for cultural differences
• Patience and ability to suspend
  judgments about others
PC2: Attitudes towards Cultural
Diversity
• Willingness to work across time and
  distance
• Respect for others
• Valuing and leveraging cultural
  differences
• Passion for cultural differences
• Patience and ability to suspend
  judgments about others
PC3: Openness


• Global awareness
• Positive attitude towards international
  affairs
• Willingness to share knowledge
• Flexibility
• Willingness to accept good ideas
  wherever they come from
PC4:Passion and excitement

• Motivation to learn and adapt
• Emotional connection
• Showing interest in people
PC5: Cosmopolitanism

Cosmopolitan individuals have a world
orientation that downplays their
significance of nationality and cultural
differences.
Psychological Capital:
Summary
•   Strong psychological profile
•   Attitudes towards cultural diversity
•   Openness
•   Passion and excitement
•   Cosmopolitanism
Social Capital

• Ability to connect to and work with
  people from other parts of the world
• Ability to generate positive energy in
  people from other parts of the world
  and to excite them
• Ability to build mutually trusting
  relationships with people from other
  parts of the world
Global MindsetSM


    The ability to influence
     individuals, groups,
      organizations, and
       systems that are
      unlike the leader’s.
Global Mindset has three major
components:

• Intellectual capital
• Psychological capital
• Social capital
      Key to successful global
    leadership-Scores above 6
• Respecting cultural differences
• Ability to generate positive energy in
  people from a different part of the world
• Willingness to adapt, learn, and cope
  with other cultures
• Adaptability
      Key to successful global
    leadership-Scores above 6
• Willingness to accept good ideas no
  matter where they come from
• Ability to excite people from a different
  part of the world
• Acknowledgement of the validity of
  different views
• Openness to cultural diversity
      Key to successful global
    leadership-Scores above 6
• Ability to suspend judgment about those
  from other cultures
• Positive attitude towards those from
  other cultures and regions
• Self-confidence
• Understanding of how to build and
  manage global alliances, partnerships
  and value networks
      Key to successful global
    leadership-Scores above 6
• Ability to connect with people from other
  parts of the world
• Ability to adjust behavior in a different
  cultural setting
• Collaborativeness
      Key to successful global
    leadership-Scores above 6
• Ability to connect with people from other
  parts of the world
• Ability to adjust behavior in a different
  cultural setting
• Collaborativeness
Who needs a global mindset?
But today, companies increasingly
need softer people skills….and
perhaps most important, working
across cultures with Chinese,
Germans, Indians, Italians, Russians,
and a world full of suppliers and
partners.
                                   Editorial
                           BusinessWeek
                            April 18, 2005
• “The Jack Welch of the future cannot be
  me. I spent my entire career in the
  United States. The next head of
  General Electric will be somebody who
  spent time in Bombay, in Hong Kong, in
  Buenos Aires. We have to send our
  best and brightest overseas and make
  sure they have the training that will
  allow them to be the global leaders who
  will make GE flourish in the future.”
Live Q&A Session


If you have not already please type in your
  question(s) in the Q&A area on the right of
                  your screen.
              Thank You!
 For more information on Alumni Relations
     programs and services please visit
www.thunderbird.edu/alumni
For more information on the online certificate
             programs please visit
www.thunderbirdglobal.com

				
DOCUMENT INFO
Description: Online Marketing Management Certificates document sample