TO SURVIVE in the new global knowledge economy, all
organisations must develop a global mindset. They must also understand national
cultures and the ways of doing business in different nations.
Managers in Singaporean companies must possess the following
five competencies to function effectively in the new global marketplace.
Cross-cultural competence
Understanding other cultures is the key to success. This is
also critical for "thinking globally and strategically". Some of the
world's greatest brands have paid a tremendous price for overlooking this basic
fact. Wal-Mart, which has succeeded in China, struggled to "connect"
with Japanese consumers. Coca-Cola had a steep learning curve in Japan. India
remains a great challenge.
The clash of national and organisational cultures of
Germany's Daimler and the US' Chrysler was a principal reason for the failure
of Daimler-Chrysler. In the world of international relations, understanding the
other culture should always be a top priority.
It is critical that organisations develop cross-cultural
competence - the ability to understand, respect, listen and learn from other
cultures - in their managers.
Relationship skills
In most of the world, business and international relations
are based on personal relationships. Connections, or guanxi as the Chinese call
it, are critical. Managers of Singaporean organisations must be able to connect
with and build close personal relationships with decision makers in the other
countries.
A manager can have all the technical and financial
expertise, but if he or she does not have the patience and competence to
establish and develop genuine personal relationships and trust, the individual
and organisation will not succeed in the local context.
In many parts of the world, western contracts and agreements
mean little or nothing. Trust is key. A person's word is often the bond that makes
things happen.
Language
English is the language of global business. But Singaporean
managers must understand that some knowledge of the local language of the
country in which a company wants to do business goes a very long way. It is
amazing what can happen when a local national sees that the
"foreigner" is attempting to speak in the local language.
Multilingualism is an asset that an organisation should look
for in its search for talent.
Given the nature of the new global economy and the major
players in it, a knowledge of Cantonese or Mandarin, Japanese, Spanish, English
and a major Indian language can give one a real edge.
Collaboration
Little can be accomplished in the new global economy without
collaboration across national boundaries. In hiring managers to effectively
compete in this new economy, companies must look for individuals who thrive on
team work and global collaboration. In the 24/7 world where time zones really
don't exist, virtual teams are running the world!
Facebook, Google Talk, Yahoo Instant Messenger and the
Internet have revolutionised the world of business. People are getting to know
each other without even meeting physically, and collaborating on tasks and
projects, across boundaries. There are no age, gender or racial barriers in
this new world of global collaboration. And you have the ability to solve
problems, get things done and sell products and services anytime, anywhere.
Global marketing
In the final analysis, everything has to be sold. To be
truly effective in the 24/7 time-zoneless world, companies should hire managers
who are above all exceptional marketers and salesmen. Nothing happens in any
organisation anywhere unless a product or service is sold. No one gets paid.
Listening to customers everywhere on this planet, bonding
with them and helping them achieve their dreams, is what distinguishes the
winners from the losers.
Financial, supply chain and technology systems must exist to
focus totally on the customer. In the words of the father of management, Peter
Drucker, "The purpose of a business is to create a customer". Little
has changed. Today's challenge is to retain and multiply them.
Article contributed by Gerard D. Muttukumaru, visiting
faculty member of Training Edge International and founder/chairman, Centre for
Global Leadership Worldwide. He has served on the faculty of several
undergraduate, MBA and international executive education programmes of leading
universities in the US. His participants include senior and mid-level managers
from prestigious companies such as Intel, Hewlett Packard and Walt Disney.
Website: www.trainingedgeasia.com
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