Also invaluable is an appreciation of the extent to which the people within your company are far from completely globalized. Why might experience correlate with less rather than more accurate perceptions about globalization? According to one survey of senior executives, 76 percent believe their organizations need to develop global-leadership capabilities, but only 7 percent think they are currently doing so very effectively.1 1.Developing the Global Leader of Tomorrow, a joint project of Ashridge Business School as part of the European Academy of Business in Society (EABIS) and the United Nations Global Compact Principles for Responsible Management Education (PRME), based on a survey conducted in 2008. 5–16. For more, see my article “Distance still matters: The hard reality of global expansion,” Harvard Business Review, 2001, Volume 79, Number 8, pp. Practical resources to help leaders navigate to the next normal: guides, tools, checklists, interviews and more. One possibility is projection bias. Typical competency lists also tend to focus on cultural differences, missing other components critical to global leadership. My own investigations of senior executives’ perceptions of globalization, however, indicate that experience, while required, is not sufficient for the development of an accurate global mind-set. Tiina Joniken, “Global leadership competencies: A review and discussion,” 2005, For a more systematic treatment, see Mark E. Mendenhall et al., “Defining the ‘global’ in global leadership,”, William J. Holstein, “The decline of the expat executive,”, Gail Naughton, as quoted in Tricia Bisoux, “Global immersion,”, Adam D. Galinsky and William W. Maddux, “Cultural borders and mental barriers: The relationship between living abroad and creativity,”, Monika Hamori and Burak Koyuncu, “Career advancement in large organizations in Europe and the United States: Do international assignments add value?,”, Manpower CEO Jeffrey A. Joerres suggests that outbound rotation programs for managers are crucial to developing emerging-market talent. Please use UP and DOWN arrow keys to review autocomplete results. Gartner 2020 Hype Cycle for Emerging Technologies. Introduction The purpose of this paper is to identify the nature of conflict in geographically distributed teams and the causes of conflict. 843–62. 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