Managers are increasingly expected to operate across cultural and national borders. Margaret Kubicek looks at innovative development means for achieving this
How to become international is fast becoming an issue for many companies, and, as a result, they are looking to give managers the right exposure and experience at critical stages of their careers.
Managing people of different nationalities, heading-up remote and virtual teams across time zones and increasing stints abroad are just some of the challenges facing today's international manager.
With innovative use of technology and new developments in training becoming critical to global success, organisations need to consider how best to support their international managers and encourage a transcultural mindset in their people. We asked practitioners and pundits how best to do this.
HR director, Reed Elsevier
We have four different businesses - science, education, legal and business - which are attached to the principle that we want to be a global company. We think managers of the future will be able to work across boundaries, so we encourage our people to make cross-business and cross-country moves. We are working long-term on our company culture to create a frame in which our managers can move more easily between countries and businesses.
European Partnership MBA director, Ashridge
We are moving away from programmes taught solely at Ashridge to study modules at corporate universities. We have run a consortium MBA for Deutsche Bank, Bosch, Merck and Lufthansa for five years and. until recently, we had 12 modules based at Ashridge. Now we will have six based here, four at consortium corporate university facilities, and two will be virtual with specially designed materials and exercises to help candidates individually and within virtual teams. The aim is to provide experience of working in virtual project teams, which is something organisations are trying to achieve. As they become more international, organisations need to find different ways of communicating.
Lecturer in international management, Cranfield School of Management
Capturing the international knowledge and experience that exists in an organisation is key and I am working with multi-nationals which are developing cross-cultural information on their w