Mighty  and  Nimble:   Where small becomes competitive.

by Muriel Joseph-Williams.

January 12, 2015

When speaking of globalization, the first idea that comes to one’s minds is multinationals, well-known brands easily identified wherever one travels around the world, such as an Apple store, a McDonalds restaurant, a bottle of Coca Cola, or a white cup full of unsweetened green tea from Starbucks either in Paris, Shanghai, Delhi, San Francisco or DC!

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Due diligence in cross-border mergers: Navigating different cultures

By Muriel Joseph-Williams*

August 9, 2013

http://smartblogs.com/leadership/2013/08/09/due-diligence-in-cross-border-mergers-navigating-different-cultures/

Another article on mergers and acquisitions? And cross-border deals at that! Why bother, given that so much literature has been published on cross-border M&A, especially with respect to why some transactions – particularly cross-border ones – often crash and burn and end in failure?

This article, however, looks at such deals from another angle.

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Are time management in India and the US compatible?

by Muriel Joseph-­Williams and Sripriyaa Venkataraman (Priya)

April 23, 2013

http://smartblogs.com/leadership/2013/04/23/is-time-management-in-india-and-the-u-s-compatible/

The approach to time in the US is usually described as sequential, which can be simply summarized: people arrive to meetings on time; they focus on present; they plan for the future; they learn from the past with brief analysis. The emphasis is on continuously moving forward. This is typical to a monochronic approach to time.

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Global Behavioral Management:  The toolbox of a global leader

By Muriel Joseph-Williams and Dr. Richard Griffith *

Feb 26, 2013

http://smartblogs.com/leadership/2013/02/26/global-behavioral-management-the-toolbox-of-a-global-leader/

All too often, business leaders find themselves between a rock and a hard place. Globalization has, once again, placed them in this familiar predicament. On one side, they are pressured by tight deadlines, reduced budgets, and greater demands from their customers. On the other side, they are also being urged to integrate cultural awareness and other cross-cultural considerations into their managerial decisions; decisions that are supposed to impact operations on the other side of the globe. When setting priorities, the pragmatic concerns of budgets and deadlines often win out over the development of cross-cultural management systems, which are often not even considered relevant to their business operations. In the mind of the extremely in-a-hurry-type of leader is one economic reality: bottom line results. Often leaders claim that they cannot afford to worry about anything else but the single-minded focus that drives them: “I just need to get the job done”!

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Global mindset & Compensation

by Marylou Ponzi Kay

Most companies have a hard time dealing with global compensation issues. It’s not that there aren’t lots of surveys out there: Mercer, Towers Watson, Culpepper, ERI, and then all kinds of private surveys, or surveys from companies that conduct surveys in remote areas of Africa and Asia. But many companies are largely unprepared for the complexity they will face when setting up operations in countries around the world. So what do you do when you have a new operation in Russia and your company does not yet have a license?

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