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The New Global Landscape and a Mindset to Match Intellectual capital concerns how effectively an employee can leverage information about different regions of the world (regulations, governments, competitors, economic conditions, etc.) to make decisions. Professionals with a high degree of intellectual capital possess strong global business savvy. Psychological capital speaks to an employee’s attitude toward the unfamiliar nature of international business. Professionals with an abundance of psychological capital display a passion for interacting with diverse individuals and customs, along with a knack for solving problems in unpredictable and complex environments. Social capital is a measure of an employee’s emotional competency. Employees with ample social capital can easily connect with people from other parts of the world. They work effectively with diverse teammates and bring divergent views together. If observed in action, professionals who thrive in international roles demonstrate a strong capacity along all three global mindset dimensions. DETECTING THEN CATERING TO LOCAL NEEDS Janette Shimanski, ’91 PhD, is vice president of 3M Marketing Excellence. As part of her role shaping international marketing strategy, she visits 15 to 25 countries per year to engage with customers, learn about their cultures, and introduce 3M innovation to communities across the globe. “A global mindset is more than thinking about one country, one application at a time, although needs can continue to be local in some cases,” she says. “We also don’t want to take one overarching approach for an entire global strategy. The goal is to identify common patterns and needs and find the right balance of global leverage and local fit.” Global Learning EXPANDING HORIZONS ALUMNUS IDENTIFIES SKILLSET ESSENTIALS FOR INTERNATIONAL BUSINESS SUCCESS Organizations are looking to international markets to forge fresh partnerships, reach new customers, and develop innovative products. As businesses grow their global reach, employees must collaborate across international borders and uncover subtle differences among diverse populations. By navigating differing cultures, languages, and “If a manager has a higher customs, business level of these global leaders with a mindset attributes, that particular skillset person is more likely to will thrive. be effective when working Alumnus with people from other Mansour Javidan, parts of the world.” ’77 MBA, ’83 —MANSOUR JAVIDAN, PhD, is director ’77 MBA, ’83 PHD of the Najafi Global Mindset Institute at the Thunderbird School of Global Management in Arizona. The author, professor, consultant, and researcher studies the dynamics of international business. Based on decades of data, Javidan devised the Global Mindset Inventory, an assessment that measures the set of characteristics that help global leaders better influence individuals, groups, and organizations unlike themselves. According to Javidan, a strong global mindset is instrumental for success in the global business landscape. “If a manager has a higher level of these global mindset attributes, that person is more likely to be effective when working with people from other parts of the world,” says Javidan. “Inversely, employees with low levels of these attributes are more likely to get frustrated and find obstacles when they have to work across international boundaries.” A SKILLSET FOR INTERNATIONAL COLLABORATION Javidan posits that those who possess intellectual, psychological, and social capital—the dimensions that form a global mindset—will work most effectively with collaborators from other parts of the world. 26 UNIVERSITY OF MINNESOTA “Having a global mindset helps us to tailor our business practices to various needs and be more powerful overall.” —JANETTE SHIMANSKI, ’91 PHD


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