How I Did It: Building a Company Without Borders  

Oleh:

Becht, Bart

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 88 no. 4 (Apr. 2010), page 103.
Topik: Companies; Country; Reckitt Benckiser

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.40 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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They say you can’t go home again. If you work for Reckitt Benckiser, you can go home—but you may not want to, and you certainly won’t have to. Many companies, when they describe themselves as global, mean they have operations around the world, they work virtually and in all time zones, and their key people are developed through stints in other markets. Our version is more comprehensive. Most of our top managers haven’t held jobs in their countries of origin for years and view themselves as global citizens rather than as citizens of any given nation. We have operations in more than 60 countries. Our top 400 managers represent 53 different nationalities. We’ve spent the past 10 years building this culture of global mobility because we think it’s one of the best ways to generate new ideas and create global entrepreneurs.

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