Finns are notoriously taciturn, so when Microsoft executive Stephen Elop went to Helsinki to take over as Nokia’s CEO, he made a point of telling his team that long silences were no longer acceptable. To turn the struggling phone-maker around, Elop bombarded workers with e-mails demanding feedback and advice, and held soul-baring meetings at which managers were expected to speak up about their divisions’ strengths and weaknesses. “I’ve heard my colleagues speak more in the last four months than in the last 10 years,” says Mary McDowell, a senior executive. (summary & title from SmartBrief)
Companies are once again prioritizing innovation and marketing talent in addition to finance experts in their C-level leadership, according to the quarterly Boyden Executive Outlook, released today by Boyden Global Executive Search.
“The new transformational leadership is in focus as opportunities with economic recovery emerge,” said Trina
Gordon, President and CEO of Boyden World Corporation. “As companies earn stronger profits, the demand for
talent will increase globally.”
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Managing crisis is part of the job of leadership. It is not the only job of leadership. But there is always a “crisis” of some kind going on somewhere in virtually any organization or market or industry. It has even been suggested that some crisis is healthy.
The crisis may be internal or it may be external. It is the job of leadership to prepare for crisis. To analyze it. And to activate the organization, initially to limit damage, but also to leverage new opportunities a crisis creates.
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In today’s world, organizations increasingly conduct business in a virtual workspace, whether their employees are located in different countries, cities or venues in the same city. The virtual workspace can be defined as an environment where employees work away from company premises and communicate with their respective workplaces via telephone or computer devices. The virtual organization has different and/or greater challenges than the traditional face-to-face workplace environment, with lines of work crossing over geographies, markets, countries and cultures, alliances, partnerships, and supplier networks.
This article focuses on global talent—from global mindset, cultural awareness and adaptability, to key aspects of global staffing, spouse and family challenges, mobility trends, safety and security, and retaining global talent of repatriates—all essential for proactive global HR executives and their teams. Based in research and recent case studies, the article presents views of global HR professionals in the field, with examples of what their companies have done to address global talent challenges. Both new and seasoned global HR professionals will find this article to be of value for workforce planning of global talent.
White Paper Summary
Different speeds of economic growth, different approaches to safeguarding recovery through stimulus or fiscal consolidation, and different approaches to tax and regulation around the world are creating challenges for global companies. At the same time, the rise of the emerging markets is creating a polycentric world where growth, innovation and talent can come from anywhere.
To succeed today, companies need to balance global scale, capabilities and strategy with deep local understanding of customers, markets and, increasingly, regulatory and tax environments. They need to maximize the benefits of globalization through economies of scale without losing sight of individual markets.