In Search of Global Leaders  

Oleh:

Meiland, Daniel ; Immelt, Jeffrey ; Hassan, Fred ; Green, Stephen ; Marks, Michael

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. 81 no. 8 (2003), page 38-45.
Topik: LEADER; globalization; international operations; leadership; multinational corporations

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.22 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

For all the talk about global organizations and executives, there's no definitive answer to the question of what we really mean by "global." A presence in multiple countries ? Cultural adaptability ? A multilingual top team ? We asked four CEOs and the head of an international recruiting agency - HSBC's Stephen Green, Schering - Plough's Fred Hassan, GE's Jeffrey Immelt, Flextronics' Michael Marks, and Egon Zehnder's Daniel Meiland - to tell us what they think. They share some common ground. They all agree, for example, that the shift from a local to a global marketplace is irreversible and gaining momentum. "We're losing sight of the reality of globalization. But we should pay attention, because national barriers are quickly coming down," Daniel Meiland says. "If you look ahead five or 10 years, the people with the top jobs in large corporations ... will be those who have lived in several cultures and who can converse in at least two languages." But the CEO s also disagree on many issues - on the importance of overseas assignments, for instance, and on the degree to which you need to adhere to local cultural norms. Some believe strongly that the global leader should, as a prerequisite to the job, live and work in other countries. The executives' essays capture views that are as diverse and multidimensional as the companies they lead.

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