GLOBALISATION OF BUSINESS by Syed Sajid (early reader books .txt) 📕

besides the official, governmental efforts, attempts should be made unofficially to fight the negative effects of globalization on this institution

i. Global Leadership

In order to develop leaders who can effectively lead global operations, it is important to understand what makes leaders effective across cultures. Culture shapes how we think about what is good leadership, and the definitions of an "effective leader" vary from one culture to another. In fact, effective leadership behavior in one culture could (and will) be completely ineffective in others.

Therefore, a one-development-approach will not work when developing global leaders. While true leaders can envision what they want to achieve, know how to meet the challenges of the market and take steps to make that vision a reality, how they interact with people will define their success. Leaders with cultural sensitivity can be more effective than those without. Leadership is complex and leading across cultures is more complex. (For specific information on Global Finance Leadership Developmen

The framework for Global Leadership Development should include:
1. Identification of talent
2. Assessment of the talent capabilities (and this should include cultural assessment for global leaders)
3. A gap analysis (one to identify needs for each individual and a general one regarding the talent pool so the organization can leverage needs across large employee populations)
4. A variety of development approaches that address culturally appropriate learning styles
5. Measurement processes to track actual development


Necessity of global leadership

develops the capabilities of leaders, managers and employees - as individuals, in teams and for organizations working and competing internationally. We provide focused, high quality, innovative and business driven international Human Resources and Organizational Development solutions that are precisely matched to the strategic needs of our clients and the professional development needs of their people.
Alliance members can provide your company with an integrated international network of co-operative companies across the major economic centers of the world. We can serve your company in-country locally or internationally almost anywhere. Through our offices in Europe, Asia and the Americas,
major consulting practice areas include:
1. Global Leadership Development
2. Global Team Development
3. Global Competency Development and Implementation
4. Global Workforce Training and Development
5. Global HRM/OD
6. Outsourced and Startup HR

The nature of global conflict

The US role

Global Leadership-A case study
ITAP International
ITAP International is a full-service consulting firm specializing in building human capability across functional, global and cultural boundaries. ITAP's approach is to deliver highly developed expertise in the cross-cultural aspects of international business as a fully integrated and natural part of global business solutions. We are specialists in doing business internationally - across borders and cultures - through a comprehensive set of international human resources development and organizational development services
ITAP International specializes in global, cross-border consulting. We focus on helping organizations work across internal and national borders, achieving success through people. We are experts working in multiple countries with extensive line and staff experience in multiple sectors. Our work is based on the best research and the best global practices.
Our services focus on:
1. Growth and sustainability
2. Globalization
3. Transformation and change
4. Talent retention and development
5. Effectiveness of the senior team and mission critical teams
ITAP Competency Development

Using ITAP's software, design new or import existing competencies and manage performance.
Global Competency Development Service Summary

Competencies have stood the test of time - and are now the required approach for organizations seeking to integrate their HR practice with the strategic and operational needs of the organization. Since their introduction two decades ago, competency models and competency-based HRM and HRD processes have become the 'best practice' foundation of high-quality business focused HR for thousands of international business and public sector organizations. ITAP offer extensive experience and expertise around the difficult issues of designing competency and leadership models that are appropriate, valid and operational across cultures and geographic borders. Our offering includes a powerful and unique set of competency software tools that support competency model research and development, broad ranging individual competency-based assessment, and individual and job competency profiling. ITAP’s competency services are targeted at the following areas:
• Competency Research and Development
• Creating Job Family Competency Models
• Creating Themed Competency Models
• Competency-based HR
• Recruitment & Selection
• Performance Management
Global Leadership Development
Global Leadership Development Service Summary

ITAP understands what makes leaders effective across cultures, leading global operations. Culture shapes how we think about what is good leadership, and the definitions of an "effective leader" vary from one culture to another. In fact, effective leadership behavior in one culture could (and will) be completely ineffective in others. Therefore, a one-development-approach will not work when developing global leaders. While true leaders can envision what they want to achieve, know how to meet the challenges of the market and take steps to make that vision a reality, how they interact with people will define their success. ITAP’s Global Leadership Development services include:
1. Definition of what qualities and characteristics (competencies) are necessary to succeed across cultures in your organization
2. Audit of the global recruitment, selection and succession policies
3. Identification of talent through a gap analysis across the overall talent pool and a gap analysis for individuals
4. Assessment of the talent capabilities (including cultural assessment for global leaders)
5. A variety of development approaches (training, mentoring, and coaching) that address culturally appropriate learning styles
6. Measurement processes to track actual development
Cross-Cultural Training
Cross-Cultural Training and Development Service Summary

Communications styles and expectations of supervisors and colleagues differ between cultures. ITAP’s approach is always that that individuals within cultures have different values as well and that self-discovery of these values is the starting point for working effectively across culture. Participants experience self-discover via leader-led interpretation of their individualized Culture in the Workplace Questionnaire™ report. The Culture in the Workplace Questionnaire™ is a research-based personal assessment tool founded on the seminal work of Dr. Geert Hofstede. ITAP’s development programs are always customized, never off-the-shelf. Common organizational objectives for introducing cross-cultural learning include:
• Allow cultural diversity to positively influence job and team performance.
• Ensure impact and connectivity with multi-cultural participants
• Provide a common vocabulary and framework for dealing with cultural aspects of global organizations (and delivering the training effectively internationally).
• Cascading this cross-cultural literacy across all staff from executive teams, to functional branches such as Finance and Supply Chain, to and to new hires.
Global Team Development
Global Team Development Service Summary

National culture differences play a role in team and team-leader development and management. The behaviors that define an "effective leader" or "effective team player" differ across borders. The usual issues that plague teams, such as how to resolve conflicts, how to communicate more effectively, how to motivate team members, and how to lead teams effectively, all become more complex with multi-cultural and/or virtual teams. Time-zone, language, and cultural differences, as well as pressures to meet local priorities and lack of face-to face contact, can pull global teams in different directions. Acknowledging the impact of these factors will create opportunities for discussion of different perceptions and solutions to problems faced by global teams. Companies that leverage cultural differences well can improve creativity and add value to the outputs of global teams.
Change/Transformation
Global Change/Transformation Service Summary

Too often “transformation” focuses more on systems and processes and not enough on the organizational structure and its people. Companies turn to ITAP to improve the return on investment in transformational change and to improve adoption. ITAP performs gap analyses to determine whether leadership/employee internal values will support organizational culture transformation or be a barrier to it. Measurements can include both current and vision organizational culture, internal values compared to vision (post change), or can compare HQ to divisions or global locations. This information supports change initiatives that engage employees in adopting the change.

In corporate or functional transformations ITAP can, identify areas for concentrated efforts (due to a mismatch of internal values and the change direction), assess team capabilities to support the change, identify behavioral competencies required post-change, assess organizational capability to fill competency gaps. These approaches have reduced adoption time, reduced silo mentalities, and increased capability to affect the purpose of the change.
Global Call Centers
Global Call Center Development Service Summary

Integrating outsourced technical, back office and customer service operations in countries such as China, India, Costa Rica, Canada, South Africa and the Philippines is a challenge for global service organizations. ITAP International offers a comprehensive cross-cultural approach to improving customer service performance. Culture is a competitive variable in the entire customer service cycle, affecting everything from site selection, agent selection, agent development, management, and quality processes. Cultural preferences define customer expectations and these expectations vary greatly from one culture to another. ITAP's tools and solutions for the offshore call centers are intended to address cross-cultural differences that, if not expressly handled, negatively impact agent performance, management performance, and customer experience. ITAP's call center services are led by and based on the work of Erik Granered author of Global Call Centers: Achieving Outstanding Customer Service Across Borders and Time Zones (Nicholas Brealey, 2005
ITAP International Capabilities

ITAP focuses on organizational strategy; we look for future needs as well as those
helping our clients deal with today. We integrate customer, market and competitor
intelligence into human resources solutions. We work with the realities of operating
structures we find and utilize operating networks; we identify and leverage
operating cultures.
ITAP concentrates on making the link between real issues and practical solutions.
We work with clients to find the pressure points and help articulate the consequences
of the status quo. We work with clients to identify options and find the best solutions –
for this business, in this market, with these customers, with this strategy.
ITAP develops and aligns HR strategy, structure and policies to provide differentiated
value to the organization, in support of local, regional and global objectives.
ITAP engages client partners in actions that enhance the client company's ability
to work towards and achieve its mission. ITAP helps organizations build their knowledge,
capability and effectiveness through:
1. Identification, selection, development and retention of leaders and critical
talent, and assuring they are ready for succession.
2. Promotion of sound leadership, management and/or operations of an organization
3. Development of teams/team leaders and individual contributors
4. Enhancement of coordination across functions, divisions, countries or other borders
5. Fostering effective communications and
6. Management of change focusing on organizational systems and structures as well
as the needs of employees
ITAP and its Alliance network:
• Have a level of knowledge and expertise that makes a difference to the client
• Learn from their clients and from their peers in the ITAP Alliance network in
• order to best serve clients
• Access capabilities in the Alliance network to find the right consultant or trainer
• when they can not appropriately meet the needs of the client
• Proactively ask questions. Look for new ways of understanding client problems.
• Find creative and appropriate opportunities to serve the client's business needs.
Global Finance Leadership Development - Transforming the Culture of Finance

CFO's invest in their staff's global leadership capabilities to leverage the benefits of existing investments in process and system transformations. Investments in processes and systems do not deliver on their potential without leaders with a strategic perspective, business savvy, and partnership skills. CFO's invest in global leadership to avoid the following problems:
• Responsibilities remain transactional, rather than strategic
• Leaders lack a global perspective, and do not work effectively across markets and business cultures.
• Analysis is restricted to historical data, and fails to address future opportunities
• Interaction with the other lines of business creates unproductive conflict and competition
• Process and system transformations have not yielded the intended results
While there are no quick fixes or cookbook strategies to develop global leadership within the finance function,