I am David Keller an American citizen born in 1978 with an entrepreneurial family background from California. I attended all my education in the America schools and colleges. I joined Thunderbird School of Global Management in 1996 from where my mind was opened up to focus on the international trade opportunities. After college in 1998, I started an agribusiness by the name Evergreen Traders. I hoped to build a business kingdom globally from the enterprise which I have. As an actor in the global market exporting and importing agricultural products I have interacted and learnt from the other players. Those global manager personal characteristics are knowledge, judgment, flexibility, conceptual ability, sensitivity and learning team leader. My analytical skills, time consciousness, honesty and leadership have seen the success of the business.
Thunderbird Major Capitals
The report discusses and describes Thunderbird three major capitals needed to expand the business global mindset and their importance. To start with is the intellectual capital which refers to skills, knowledge, understanding and cognitive complexity. A cosmopolitan outlook is an essential requirement in Evergreen success. The experts working on the firm need to adopt global and local actions and ideals to create diversity and expand on the marketability of the firm. This should go in line with the cultural essentialisms not to collide with the community’s beliefs, which can be a major source of conflict. Also, there is the cognitive complexity which stem from globalization. As a global actor, the company is bound to deal with the challenge of managing environmental and strategic complexity effectively and integrate world market while not forgetting the local demands. The management recognizes the diverse market demands and opportunities calling for a new management psychology diverting from the traditional mentality. This will help concentrate on market contrasts rather than differences for effective response .
In line with the global mindset, the managerial recognition of the significant factors affecting decision making, institutional performance and strategic choice is vital. Evergreen managers are not an exception and need to see things from multi-dimension and generate competing interpretations and interactive results. This will go in line with a well laid down communication structure to avoid collisions in the information processing and transfer. Second capital component is the psychological is composed of positive psychological profile, quest for adventure and a passion for cross-cultural encounters. The Evergreen employee self-confidence needs to be emphasized on for there to be mental surety of every action on the business line. The move will see the workers at all levels act without fear of failure which is a learning opportunity. This goes in line with optimism and hope on any investment on the global market which is characterized by a lot of diversity and uncertainty. Hope gives an investor the tomorrow of his/her business progress and expansion. The global mind set sees humility and generosity balanced with self-confidence .
The leaders’ passion for diversity will be instrumental in exploring other parts of the world and trying to discover the investment opportunities not yet explored and the business gaps available. This calls for learning of other people’s culture in the business world and respect it so as to avoid rejection. The need for non-judgmental attitude on a community but rather facing them with the company product and convincing them of its goodness and even superiority will be emphasized. More so is the need for emotional adaptability and flexibility. Any leader who can’t let go of the thing they know and want everything done as it was at home will fail. Summing it all is the willingness and adaptability to change by not being set in your own ways (Beechler and Karen).
Lastly is the social capital. Evergreen leaders will be required to have intellectual empathy by being able to get in touch with people from other countries, cooperate with them and even learn their coded language. This will eliminate any suspicion or fear which might have existed from the traditional suspicions creating a conducive environment for interaction as they learn of their need which creates business opportunities. The interpersonal impact will let the leaders build trust with the new people, converge their views, build consensus with them and create strong networks. Through this, the leaders will emerge successful in generating a positive energy and excitement among the local stakeholders and be able to relate at a personal level with them. Also, collaboration will allow them to be able not only to address their need but also those of other parties. This will create a conducive environment for team work to flourish in the firm (Mary).
Plan for implementation
The implementation phase of the three major capitals will be done in phases. To start with will be the intellectual capital which is the easiest to develop because of its cognitive nature and consist of knowledge and information. The leaders will be fed with information from the already existing markets and be part of the data collection. This will help them have a personal feel of the market both at the local and global level. The opportunity will give them a chance to learn the global behavior and the cultural diversity of the communities forming the market. By doing so, they will diversify their thinking which will then impact on their knowledge. The complexity in the decision making will also be addressed through the various interactive seminars and conferences. This will form a forum to learn from the successful entrepreneurs locally and globally. They will also learn of the diverse way of thinking to generate results to create a competitive advantage over the rivals.
Second will be the social capital which is somewhat hard to develop as it requires experimental opportunities for learning. Since the attribute is much more relationship based, the leaders will be fed with the various cultural set ups. This will open up their mind as they will be making decisions not to crash with the community ways. On top, they will learn to be good listeners and learners without prejudice. The hardest one will be to develop the psychological capital as adult psychology is firmly set. Leaders will be empowered in their decision making process to boost their morale and confidence while giving hope whenever failure occurs. They will also be encouraged to have a personal touch with the business community through the open door policy.
As the company aim to achieve the global mindset, it should increase communication and contact with the stakeholders. The overall routines should be improved to enhance continuous encounters. Although the company has succeeded in balancing the market focus, more precise strategies need to be formulated to fit the needs of all segments. The managers are also called upon to diversify their thinking by developing a broader mindset. On the already established market, an open eye is necessary to ensure any encroaching firm is encountered appropriately and not to chase the firm out of the market.
Beechler, S. and W. Karen. Leading with a global Mindset. In Press, 2008.
Javidan, M. and R.M Steers. The Global Mindset. In Press, 2009.
Mary, T. "Global Mindset:What is it and why it is important to your company?" Global Focus (2010): 55-70.
Morrison, A. J. "Developing a global leadership model." Human Resource Management (2010): 117-131.