Managing with a Global Mindset / Edition 3by J. Jeannet
Pub. Date: 03/17/2000
Publisher: FT Press
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
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
Table of Contents
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.
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