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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Ceoguidetogloballeadership Bk Ddi