A key challenge facing corporations is the development of a strategy-based transformation in pursuit of global revenue growth. Global revenue growth, in turn, requires that the organization's managers learn to actually do things differently so that they'll become more effective in distant markets.
The Learn More button to the right speeds your inquiry to GROVEWELL managing partner Cornelius Grove. Or phone him at +1.718.492.1896 in New York City. Or explore your options by clicking one of the subheads to the right.
Leveraging Human Differences for Global Growth
Decades of research and practice have shown that, in business units characterized by human differences...
- Heterogeneity of ideas and perspectives can lead to greater innovativeness and broader applicability of solutions; but...
- Heterogeneity often also erects barriers to efficiency and effectiveness, so it needs to be skillfully leveraged.
- Building performance synergy in a culturally diverse, far-flung unit is complex; it requires thoughtful planning.
Examine the website or annual report of any globe-spanning corporation: You'll find "diversity" mentioned prominently. But how? In almost all cases, it's about demographic inclusiveness.
GROVEWELL's experience reveals, however, that opportunities for global growth are lying unseized when global organizations don't go beyond inclusiveness to proactively view diversity in terms of differences in the values, expectations, and behaviors of customers, clients, employees, partners, and other stakeholders worldwide.
Differences in values, expectations, and behaviors need to be leveraged. Until this is done consistently and well, the unit's global growth arsenal remains incomplete.
Beyond demographic inclusiveness lies an informed, systemic approach to globalization that...
- embraces new patterns of thinking, perceiving, and behaving grounded in business-oriented cross-cultural research; and
- generates infrastructures and systems that leverage human value differences to better attain global revenue growth.
Domestic Diversity and Global Diversity: There IS a Difference
|DOMESTIC DIVERSITY||GLOBAL DIVERSITY|
|MEANS||• Change people-related behaviors.|
• Transform hiring/promotion practices.
|• Change business-related behaviors.|
• Transform infrastructures and systems.
|ENDS||• Demographic workplace inclusion.|
• Equal opportunity in promotions.
• Broader appeal to customers at home.
|• Adaptability across borders and cultures.|
• High performance with global partners.
• Broad appeal to customers around the world.
Our Work Is Informed by the GLOBE Research Findings
The Global Leadership and Organizational Behavior Effectiveness (GLOBE) research project, which investigated variations in business leadership worldwide, was organized and directed out of the Wharton Business School at the University of Pennsylvania. GLOBE comprised 170 researchers in 62 societies over 11 years. The research team's stated objective was...
To determine the extent to which the practices and values of business leadership are universal (i.e., are similar globally), and the extent to which they are specific to just a few societies.
The team attained this objective. GLOBE's findings present to us all a breakthrough in our ability to think about business leadership in a way that is accurate, action-oriented, and most importantly genuinely global.
GROVEWELL is one of the earliest consultancies to adopt and apply the findings of the GLOBE Project.
For GROVEWELL's overview of the GLOBE Project's findings, click here.
|Learn more about our GLOBAL LEADERSHIP ESSENTIALS course by clicking here.|
|It's GROVEWELL's ready-to-deliver, 2- or 3-day, introductory course for leaders with little global experience.|