Cover image for Managing with a global mindset
Managing with a global mindset
Jeannet, Jean-Pierre.
Personal Author:
Publication Information:
London : Financial Times Prentice Hall, 2000.
Physical Description:
xxii, 245 pages : illustrations ; 24 cm
Format :


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Home Location
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HD62.4 .J43 2000 Adult Non-Fiction Central Closed Stacks

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Explains the analytic, strategic and personal skills required to be a successful global manager. The text shows how to develop future global managers firms of all sizes and any business.

Author Notes

Jean-Pierre Jeannet has some 25 years experience in executive education. He has spent the last 10 years researching global marketing and global business strategies. Many of the concepts in this book come from his teaching at IMD, Lausanne and Babson College, Massachusetts, as well as his many executive programs for international and global firms.



Preface Background The issue of globalization has been with business for some time. Much has been written about the companies, but far less about the managers who have to make global firms work. This book intends to close that gap. The concept of the global mindset has been the center of the author's writing for several years and has its origin in a need to describe the nature of a global perspective. The book takes a detailed look at the concept of the global mindset and contrasts it with other types of mindsets (domestic, international, multinational, regional). It makes an argument for managers to achieve a global mindset and for companies to create a sufficient cadre of such managers. It then goes about detailing the elements that might make up such a mindset: database, analytic skills, behavior, etc. In its orientation, this book is forward looking, describing future practice and future requirements, and yet is based upon examples of advanced practice firms. The book also contains concepts, developed partly by the author as a result of his consulting practice, that are geared primarily to the global strategist and are different from concepts used for more typical country-by-country business practice. Frequent use of company illustrations is made. Outline of the book Section 1: Introducing the global mindset Chapter 1 outlines the changes in the globalizing economic system which requires a change in the type of managerial mindset. Reference is made to previous types of mindsets and the need for a paradigm shift. Some winners and losers, big and small companies, will be analyzed. Chapter 2 deals with the nature of the global mindset compared to other types of current managerial mindsets. In particular, the differences between domestic, international, multinational, regional, and global mindsets are emphasized. The issue of an appropriate pathway towards a global mindset is raised. Chapter 3 presents five generic mindsets for consideration by the reader. Section 2: The analytic skills of the global mindset The emphasis in this section is on the analytical skills required to ferret out the extent of globalization that has taken place, or that will occur in a given industry. Global logic assessment is one of the core analytical elements presented in this book. The various chapters cover finding the sources of global logic within the customer base, finding global logic in industry and the competitive environment and assessing different patterns of global logic. Section 3: Global market assessment This section focuses on new types of market analysis needed for global analysis as opposed to single-country analysis. New tools proposed are the global chessboard, ripple effects, and lead markets. Section 4: Global strategic skills This section deals with the various types of generic global strategies managers need to understand. It takes the position that the world is much too complex to be categorized into "global" or "non-global," indicating that the relevant question becomes "Which global strategy do I adopt?". A multitude of different generic global strategies are described. Section 5: Implementing global mindsets Chapter 13 outlines the various types of new organizational forms companies will have to adopt in order to become successful with global strategies. Key new concepts are global mandates, the various types of permanent or semi-permanent global units formed today, and processes necessary to achieve global leverage. In Chapter 14 we deal with the frequently asked question: "What does a global mindset have to know?". The difference between single-country knowledge and global knowledge in the realm of politics, economics, history, and culture are identified. Suggestions are included on how the individual manager can build a personal global "database." The final chapter focuses on the actions companies can take to implement the ideas described in this book. It is intended to be a "call to action," or a "wake-up call" to managers anywhere, with any size of firm, and any industry. Research and evidence base of material The author has had some 20 years' experience in executive education, and spent much of the last ten years researching global marketing and global business strategies. Many of the concepts created and described come out of his teaching experience at Babson College in the USA, and at IMD Institute in Lausanne, Switzerland, as well as from teaching in many executive programs for international and global firms. The author has also had firsthand experience in guiding international firms in their strategy making and has had ample opportunities to test those concepts in real situations. As part of the text, concepts are illustrated using leading firms. The author has had direct contact with many of these firms, either through management development teaching, research, case writing, or project consulting. Included in that list are US-based firms such as IBM, GE, Whirlpool, Citibank, Polaroid, Digital, State Street Bank, Johnson & Johnson, Exxon, AT&T, Nynex, and Hewlett-Packard. Among the European firms, the author's list of direct contacts includes Siemens, ICI, Zeneca, Nestle, Nokia, ABB, Sulzer, DSM, Avebe, AresSerono, Neste, Tetra Laval, BAA, Union Bank of Switzerland, NatWest/Coutts, Telekurs, Deloitte Touche Tohmatsu International, Olivetti, St. Gobain, CibaGeigy, Philips, Logitech, Electrolux, Siemens-Nixdorf, Zurich Insurance, Swissair, SMH (Swatch/Omega), Curver-Rubbermaid, and Lego. The author has had intensive interaction with several of these companies, with regards to many of their business units. Furthermore, the author has access to a large inventory of examples from his secondary research. The author has also been Visiting Lecturer at Keio Graduate School of Business in Japan, and has worked with several Japanese companies, including Sony. Excerpted from Managing with a Global Mindset by Jean-Pierre Jeannet All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.

Table of Contents

Forewordp. xi
Prefacep. xix
Section 1 Introducing the global mindset
1 Introduction: the global imperativep. 3
To whom does globalization apply?p. 3
Global logics: the key to understanding the global imperativep. 5
The reality of the global economyp. 7
The need for a new managerial mindsetp. 10
Accommodating the global imperativep. 11
Implementing global mindsetsp. 15
2 The need for global mindsp. 19
Development from trading to globalized economyp. 19
Drivers of the global economyp. 23
Impact of the global economy on business and managerial practicep. 27
3 From domestic to global thinking: five generic mindsetsp. 33
The domestic mindsetp. 33
The international mindsetp. 36
The multinational mindsetp. 38
The regional mindsetp. 39
The global mindsetp. 40
Section 2 Global analytical skills: analysing and understanding global logics
4 Finding the sources of global logic within the customer basep. 45
Global customer logicp. 46
Understanding global purchasing logicp. 48
Global information logicp. 52
5 Finding global logic in industry and in the competitive environmentp. 55
Global competitive logicp. 55
Global industry logicp. 58
Global size logicp. 61
Global regulatory logicp. 64
6 Assessing patterns of global logicp. 67
Selection of generic global logic dimensionsp. 67
Measuring global logic intensityp. 68
Assembling global logics into meaningful patternsp. 70
Global logic trends over timep. 76
Implications for global strategiesp. 80
Section 3 Global market assessment
7 Understanding the global chessboardp. 83
Mapping out the global chessboardp. 83
Building chessboards by industry/companyp. 87
Appreciating the value of a single-country marketp. 88
Projecting the chessboard into the futurep. 89
Recent upheavals in the global chessboardp. 90
The concept of a "must win" marketp. 92
Summaryp. 93
8 Spotting global trendsp. 95
Detecting lead marketsp. 95
Industries and lead marketsp. 98
Implications for global mindsetsp. 100
Implications for global firmsp. 101
Summaryp. 103
Section 4 Global strategic skills
9 Selecting pathways to globalizationp. 107
Generic internationalization pathwaysp. 107
Pathways to global strategiesp. 109
Summaryp. 117
10 Generic global business strategiesp. 121
Superficial global business strategiesp. 121
Partially global business strategiesp. 125
Global functional strategiesp. 131
Summaryp. 136
11 Adopting generic global business strategiesp. 139
Generic global marketing strategiesp. 139
Fitting generic global strategy optionsp. 145
Crafting generic global strategiesp. 147
12 Prioritizing generic global strategiesp. 155
Identifying the globalization gapp. 156
Facing multiple spiderwebsp. 157
Playing the resource game: global focus or niche strategies?p. 157
The role of the global dimensionp. 165
Section 5 Implementing global mindsets
13 Organizational concepts for global mindsetsp. 171
Defining geographic organizational mandatesp. 171
Maximizing global leveragep. 179
Moving toward a globalized organizationp. 186
14 Building global minds for individual managersp. 189
Components of the global mindsetp. 189
Acquiring key market knowledgep. 190
Understanding the global superstructurep. 194
Cross-cultural skillsp. 195
Cultural roots for global mindsetsp. 197
The spirit of generosityp. 197
15 Implementing corporate global mindsetsp. 199
Diagnosing the corporate global mindsetp. 200
Fit with global logicp. 205
Expanding and building global corporate mindsetsp. 206
16 Practicing global mindsetsp. 215
Step 1 Charting the global opportunityp. 215
Step 2 Assessing the global logic patternp. 220
Step 3 Global generic strategiesp. 223
Step 4 Selecting generic global functional strategiesp. 225
Step 5 Making the global resource trade-offp. 226
Step 6 Diagnosing global organizational requirementsp. 229
A process for engaging in global mindsetsp. 233
Epilogp. 235
Indexp. 237