Global leaders have more complexity than domestic leaders – to push the global agenda, establish global priorities, and align performance incentives.
For example, the company vision must unify the employees across cultures. The operating model needs to be scalable to an optimized footprint, while mitigating risks. It is not sufficient to just expand the domestic market model. To build an employer-of-choice brand, they have to attract a diverse and international workforce at all levels. Their Go to Market strategy usually includes partnerships to fill the gaps in coverage, product portfolio, or distribution networks (Source: BCG).
Leadership with global experience provides distinct, measurable, and meaningful business performance returns. These capabilities result in increased revenues 2.2x faster and profits 1.5x faster than “talent laggards” (Source: The Global Leadership and Talent Index, BCG, March 2015).
GLOBE project (1994) had 84 social scientists from 56 countries…defined global leadership as, “leadership was the ability to influence, motivate, and enable others to contribute to the effectiveness and success of the organizations of which they are members.”
Does your company effectively prepare leaders to operate in a global marketplace?
