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Painting at protest against the passing of Proposition 8, West Hollywood, 2008 (Source: Wikimedia Commons)

Diversity and Inclusion: Key Success Factors for Today’s Companies

Idea posted: September 2016
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Recognizing the competitive advantage of a diverse workforce in an increasingly diverse marketplace, companies are making an effort to include diversity and inclusion elements in their leadership development programs. 

Idea #625
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Toyota factory in Ohira, near Sendai, Miyagi Prefecture, Japan

Lean Manufacturing More Effective in Collectivist Cultures

Idea posted: August 2016
  • CSR & Governance
  • Operations

Lean manufacturing practices are more effective in countries and companies that have more collectivist or group cultures than individualist cultures. In addition, nation trumps organization: a plant’s collectivist organizational culture will not overcome the individualistic culture of the country in which it is located.

Idea #616
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The Death of Caesar, Karl Theodor von Piloty, 1879 (Courtesy: Lower Saxony State Museum, Hannover, Germany)

Reducing CEO Power Can Undermine a Company’s Legitimacy

Idea posted: June 2016
  • CSR & Governance
  • Leadership & Change

A separation of power between CEO and a board of directors is often viewed as a sign of good governance. A new study reveals that reducing the power of a CEO may actually diminish rather than reinforce the legitimacy of a company in its foreign markets.

Idea #610
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Cultural Transformation Recognition Ceremony at the Jefferson Auditorium, US Department of Agriculture in Washington, DC, 2011 (Source: Wikimedia Commons)

Six Disruptive Demographic Trends and What They Mean for the Workplace

Idea posted: October 2015
  • CSR & Governance
  • Leadership & Change
  • Marketing

While demographics are never stationary, the demographic changes currently impacting the United States are transforming the country, with fundamental implications for how Americans live and work and how businesses in America can thrive. 

Idea #557
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Henry the Navigator leading Vasco da Gama, Magellan and others. Monument of the Discoveries, Lisbon, Portugal (Source: Wkimedia Commons)

What Does It Take to Develop Globally Competent Leaders?

Idea posted: August 2015
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Most companies recognize the importance of training top leaders in global competence skills, according to a new survey of more than 300 HR professionals. Many companies, however, are unsatisfied with their leaders’ and potential leaders’ skills in this area. A variety of methods can help build multicultural sensitivity and other global capabilities. 

Idea #541
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King Canute Reproving His Courtiers, 1848, engraving (Source: Wikimedia Commons)

How Leadership Humility Is Defined in the East and in the West

Idea posted: July 2015
  • CSR & Governance
  • Leadership & Change
  • Marketing

Two studies in Singapore reveal differences in the definition of leadership humility between Eastern and Western cultures. Attributes such as self-awareness and recognizing the strengths and achievements of followers were common and important to both cultures, the Singapore studies showed, however, a number of unique dimensions that are viewed as significantly humble in a culture where one’s place on the hierarchy is important. These unique humility dimensions included leading by example, empathy and approachability.

Idea #530
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The Tower of Babel, Pieter Bruegel the Elder, 1563 (Courtesy: Kunsthistorisches Museum, Vienna)

The Language Challenge for Social Media in Multinationals

Idea posted: March 2015
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Operations

The growth of social media in business enables and enhances a company’s communication among employees and with outside stakeholders, including customers and partners. The diversity of languages within a multinational, however, can hamper communication and collaboration both externally and internally. 

Idea #500
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Panelists at the 2nd annual Arabian Business Women's Forum, November 2013, Dubai (Courtesy: www.ArabianBusiness.com) 

Promoting Women Leaders in Different Cultures

Idea posted: January 2014
  • CSR & Governance
  • Leadership & Change

To successfully promote women to leadership positions around the globe, multinational corporation executives must adapt their strategies to each country’s cultural tightness — the degree to which a culture favors authority and rigidity, and has a low tolerance for deviance. 

Idea #304
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Map of the World and Constellations, Petrus Plancius (1552 – 1622) Dutch astronomer, cartographer and clergyman

The Role of Cultural Self-awareness in Global Leadership

Idea posted: January 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
  • Operations
Institutions: IE Business School

We are shaped by our backgrounds, by the values and beliefs that have been instilled in us since birth.  By understanding how one’s own cultural hinterland can affect behaviour in a global workplace, leaders can learn to adapt that behaviour and do better business with those around them, whatever their nationality or background.

Idea #306
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The Wanderer above the Sea of Fog, Caspar David Friedrich, 1818, Kunsthalle, Hamburg

Body Language: Power Poses That Get Lost in Translation

Idea posted: December 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
  • Marketing

Expansive postures and gestures — leaning forward, standing tall with arms outstretched, etc — are considered part of the ‘body language’ of power. They make the ‘actor’ feel more positive and focused and they communicate confidence and authority to the observer. But not all of them ‘travel well’ or cross cultural boundaries. Recent research suggests leaders should stop and think before striking a ‘powerful pose’.

Idea #278
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  The Roman Forum, the commercial, cultural, and political centre of the Republic (Source: Wikipedia Commons)

Centralized or Decentralized Decision Rights in Multinationals

Idea posted: October 2013
  • Strategy
  • CSR & Governance
  • Marketing
  • Operations

Certain company and country factors determine whether decisions should be centralized at parent company headquarters or decentralized to the foreign subsidiary. Ignoring those factors will hurt parent and subsidiary financial performance. And fixing the inappropriate decision-making structure could prove costly.

Idea #237
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Klaus Kinski in Fitzcarraldo,1982, written and directed by Werner Herzog, winner or the Best Director award at the 1982 Cannes film festival

Working Abroad: The Value of Experience

Idea posted: September 2013
  • Strategy
  • CSR & Governance
  • Marketing
  • Operations

Intuitively, experience reduces the chance of failure. An experienced manager will make fewer mistakes than the inexperienced manager. The same logic can be applied to international business activity: companies experienced in foreign markets are going to fail less frequently than companies without foreign experience.

New research shows, however, that this assumption is too simple. Previous experience in a foreign market helps if the company returns to that market. It also helps if the company ventures into a different foreign market, but only, the research shows, as long as the

Idea #205
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Man standing with his back to a crowd

Conquering Racism by Taking Personal Responsibility

Idea posted: July 2013
  • CSR & Governance
  • Learning & Behaviour
Institutions: HEC Paris

Increased sensitivity to the problem of racism is not, it seems, being matched by a willingness to take personal responsibility for it. We tend to excuse our own prejudices by blaming them on cultural and social conditioning. If more progress is to be made in the fight against racism, we need to take a more rational approach — and acknowledge that the extent to which we endorse prejudices is within our control.

Idea #168
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Chinese Office Worker, 2010, Jakob Montrasio (Source: Wikimedia)

Ethics and Conflict Resolution in Chinese Firms

Idea posted: February 2013
  • CSR & Governance
  • Leadership & Change

Inter-organizational conflicts can be extremely harmful. A study has revealed how Chinese firms manage and reduce their inter-organizational conflict. Ethical leadership plays a vital role in Chinese business culture, and as this study illustrates, it helps them foster more cooperative relationships – and those are the key to less inter-organizational conflict.

Idea #025
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Global Sales Teams and the Impact of National Culture

Idea posted: February 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
  • Marketing
Institutions: HEC Paris

As international sales forces become more prevalent companies need to standardize their sales force management controls across national borders. This research looks at how the effectiveness of sales force control models is influenced by national culture, and how sales team managers need to understand and balance cultural influences that promote behaviour controls over outcome controls.

Idea #101
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St. John the Evangelist and St. Francis, El Greco, c. 1608, Museo del Prado, Madrid, Spain

Being an Empathic Leader

Idea posted: January 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

An unexpected ‘skill’ that may be the key to more effective management and leadership is empathy. Empathic managers are viewed as better performers in their jobs, especially in certain cultures. As it is not a fixed trait, it can (and should) be learnt and taught by leaders everywhere, as empathic leaders are important assets for their organizations.

Idea #041
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Shaping a Global Leadership Strategy For Cross-Cultural Effectiveness

Idea posted: January 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

In organizations across the globe, managers at all levels must be trained and ‘groomed’ for future leadership roles. But will a manager in Delhi respond in the same way to the same training as a manager in Beijing – or in California, or Singapore? This research Idea from CCL identifies both the universal sources of leadership learning, found across China, India, Singapore and the US, as well as unique approaches specific to each country – by way of a cross-country comparison of developmental experiences.

Idea #046
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Dayron Robles winning the 110 meters hurdles at the Beijing Olympic Games, 2008 (Source: Wikimedia)

Embedding Diversity: Three Key Steps

Idea posted: January 2013
  • CSR & Governance
  • Leadership & Change

Diversity within an organization is now obligatory, and management policies in this domain are a must. However, implementing such policies is only the first hurdle in diversity management. In this Idea, two other hurdles faced by executives charged with this are presented, as well as tips based on others’ experiences on how to overcome them.

Idea #027
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3:10 to Yuma, is a 2007 production directed by James Mangold produced by Cathy Konrad, starring Russell Crowe and Christian Bale, distributed by Lionsgate Films and Columbia Pictures

Leadership: Beyond the Western Model

Idea posted: January 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
  • Marketing

Understanding and relying on traditional Western models of leadership alone is no longer sufficient in a world where most companies operate globally. Progressive organizations need to accommodate cultural differences and approaches to leadership. It is crucial that their managers learn to understand and adapt to this and work hard to acquire the competencies needed to prosper. 

Idea #055
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Driving Risk Appetite Higher or Lower: Penalties Vs Rewards

Idea posted: January 2013
  • CSR & Governance
  • Finance
  • Innovation & Entrepreneurship
  • Leadership & Change

‘Innovate or die’ we are told. What if an organization’s ability to innovate could be enhanced by managing risk-taking behaviour through monetary incentive schemes and through a culture that tolerates failure? In this Idea we identify the precise levers that shift risk appetite, and show how they can be tweaked to foster innovation.

Idea #059
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