Issuu on Google+

Management & Leadership Across the Board „International Dynamics“ Survey (interviews and questionnaires) September to December 2009

Jan. 2010


Questionnaires

english

15,1%

german

84,9%

0%

Jan. 2010

20%

40%

60%

80%

100%


1. How curious are you about the topic „International Dynamics“?

4,1%

no answ er not curious at all

1,4% 2,7%

hardly curious

1,4%

a little curious curious

35,6% 30,1%

very curious extremely curious

24,7% 0%

Jan. 2010

20%

40%

60%

80%

100%


2. Does your business enterprise have an International orientation?

)

If yes, in which areas are you active (multiple answers

expatriates (abroad and in your ow n country)

42,5%

international customer project-teams

46,6%

multicultural teams in your ow n organisation

65,8%

international markets

78,1% 0%

Jan. 2010

20%

40%

60%

80%

100%


3. How important do you consider the influence of „International Dynamics“ regarding the following aspects?

PRIO 1 Project-management of International multicultural teams

47,9%

Mergers and/or acquisitions of foreign companies

45,2%

Management of conflicts in an International context

43,8% 35,6%

International Sales and Marketing activities Management of International customer projects

35,6%

Posting of Expatriates abroad

32,9% 0%

Jan. 2010

20%

40%

60%

80%

100%


3. How important do you consider the influence of „International Dynamics“ regarding the following aspects? 3.1. Mergers and/or acquisitions of foreign companies

Prio 6

2,7%

Prio 5

2,7%

Prio 4 Prio 3 Prio 2

4,1% 16,4% 17,8%

Prio 1 0%

45,2% 20%

40%

11 % of the respondents have not specified this

Jan. 2010

60%

80%

100%


3. How important do you consider the influence of „International Dynamics“ regarding the following aspects? 3.2. Management of International customer projects

Prio 6

1,4%

Prio 5

5,5%

Prio 4

5,5%

Prio 3

13,7%

Prio 2

31,5%

Prio 1 0%

35,6% 20%

40%

6,8 % of the respondents have not specified this

Jan. 2010

60%

80%

100%


3. How important do you consider the influence of „International Dynamics“ regarding the following aspects? 3.3. Posting of Expatriates abroad

Prio 6

2,7%

Prio 5

8,2%

Prio 4

8,2%

Prio 3 Prio 2

21,9% 17,8%

Prio 1 0%

32,9% 20%

40%

8,2 % of the respondents have not specified this

Jan. 2010

60%

80%

100%


3. How important do you consider the influence of „International Dynamics“ regarding the following aspects? 3.4 Project-management in International teams

Prio 6

1,4%

Prio 5

1,4%

Prio 4 Prio 3

8,2% 11,0%

Prio 2

26,0%

Prio 1 0%

47,9% 20%

40%

4,1 % of the respondents have not specified this

Jan. 2010

60%

80%

100%


3. How important do you consider the influence of „International Dynamics“ regarding the following aspects? 3.5 International market development

Prio 6 Prio 5 Prio 4 Prio 3

2,7% 6,8% 4,1% 15,1%

Prio 2

28,8%

Prio 1 0%

35,6% 20%

40%

6,8 % of the respondents have not specified this

Jan. 2010

60%

80%

100%


3. How important do you consider the influence of „International Dynamics“ regarding the following aspects? 3.6 Management of conflicts in an International context

Prio 6

5,5%

Prio 5

6,8%

Prio 4

6,8%

Prio 3 Prio 2

12,3% 17,8%

Prio 1 0%

43,8% 20%

40%

6,8 % of the respondents have not specified this

Jan. 2010

60%

80%

100%


4. Does your company assess the managers’/ leaders’ skill set vis-à-vis the required international competences?

8,2%

no answ er

partly

43,8%

no

6,8%

yes

41,1% 0%

20%

40%

60%

80%

100%

If „Yes“ or „partly“ please rank the following answers according to their importance from 1-9

Jan. 2010


4. Does your company assess the managers’/ leaders’ skill set vis-à-vis the required international competences?

YES (41,1%)-PRIO 1 To establish the strength of our ow n organization in an International environment

43,3%

International Teambuilding for multicultural Teams Definition of specific expectations for every country, contrasting them w ith profile and experiences of the expatriates International conflict managers or mediators

33,3%

16,7%

Studies about conflict-management in the corresponding cultures

16,7%

Coaching- and/or mentoring-programmes for expatriates

16,7%

Organizational analysis prior to merging w ith or acquisitioning of a foreign company

16,7%

23,3%

Analysis of the Management-Team prior to delegating Intern. responsibilities

13,3% 3,3%

Assessment-Centres for high potentials and expatriates w ith focus on future countries 0%

Jan. 2010

20%

40%

60%

80%

100%


4.Does your company assess the managers’/ leaders’ skill set vis-à-vis the required international competences? 4.1. Organizational analysis prior to acquisition of a new company (e.g. fit between the companies (leading question: is this organization compatible with us?) “YES”

YES (41,1%) Prio 8

10,0%

Prio 7

10,0%

Prio 6 Prio 5 Prio 4

3,3% 6,7% 3,3%

Prio 3

10,0%

Prio 2

10,0%

Prio 1 0%

16,7% 20%

40%

Out of 41,1 % respondents 30 % have not specified this

Jan. 2010

60%

80%

100%


4. Does your company assess the managers’/ leaders’ skill set vis-à-vis the required international competences? 4.2. Analysis of the Management-Team prior to delegation International responsibilities “YES”

YES (41,1%) Prio 8 Prio 7

3,3% 6,7%

Prio 6

3,3%

Prio 5

3,3%

Prio 4

6,7%

Prio 3

16,7%

Prio 2

16,7%

Prio 1 0%

13,3% 20%

40%

Out of 41,1 % respondents 30 % have not specified this

Jan. 2010

60%

80%

100%


4. Does your company assess the managers’/ leaders’ skill set vis-à-vis the required international competences? 4.3. Assessment-Centers with focus on Future countries for expatriate selection. “YES”

YES (41,1%) Prio 8

6,7%

Prio 7

6,7%

Prio 5

10,0% 13,3%

Prio 3 Prio 2 Prio 1 0%

16,7% 3,3% 20%

40%

Out of 41,1 % respondents 43,3 % have not specified this

Jan. 2010

60%

80%

100%


4. Does your company assess the managers’/ leaders’ skill set vis-à-vis the required international competences? 4.4 Coaching- and/or mentoring- programs for expatriates “YES”

YES (41,1%) Prio 8 Prio 7

6,7% 3,3%

Prio 6

6,7%

Prio 5

6,7%

Prio 4

6,7%

Prio 3

6,7%

Prio 2 Prio 1 0%

20,0% 16,7% 20%

40%

Out of 41,1 % respondents 26,7% have not specified this

Jan. 2010

60%

80%

100%


4. Does your company assess the managers’/ leaders’ skill set vis-à-vis the required international competences? 4.5 International Teambuilding for multicultural teams “YES”

YES (41,1%) Prio 8

3,3%

Prio 6 Prio 4 Prio 3 Prio 2

10,0% 3,3% 10,0% 20,0% 33,3%

Prio 1 0%

20%

40%

Out of 41,1 % respondents 20 % have not specified this

Jan. 2010

60%

80%

100%


4. Does your company assess the managers’/ leaders’ skill set vis-à-vis the required international competences? 4.6 Comparison of conflict resolution styles in affected cultures “YES”

YES (41,1%) Prio 8

6,7% 13,3%

Prio 7 Prio 5

10,0%

Prio 4

6,7%

Prio 3

6,7%

Prio 2 Prio 1 0%

10,0% 16,7% 20%

40%

Out of 41,1 % respondents 30 % have not specified this

Jan. 2010

60%

80%

100%


4. Does your company assess the managers’/ leaders’ skill set vis-à-vis the required international competences? 4.7. International conflict managers of mediators “YES”

YES (41,1%) Prio 8

10,0% 13,3%

Prio 7 Prio 6

6,7%

Prio 5

3,3%

Prio 4

3,3%

Prio 3 Prio 2 Prio 1 0%

6,7% 3,3% 16,7% 20%

40%

Out of 41,1 % respondents 36,7 % have not specified this

Jan. 2010

60%

80%

100%


4. Does your company assess the managers’/ leaders’ skill set vis-à-vis the required international competences? 4.8. Definition of country specific requirements, development of expected skill set profiles for expatriates “YES”

YES (41,1%) Prio 8

6,7%

Prio 7

3,3%

Prio 6

3,3% 13,3%

Prio 5 Prio 4

6,7%

Prio 3

6,7%

Prio 2

6,7%

Prio 1 0%

23,3% 20%

40%

Out of 41,1 % respondents 30 % have not specified this

Jan. 2010

60%

80%

100%


5. How important is the good preparation of the management & leadership team for the success of International relations?

PRIO 1 Know ledge of the target country language (command of English is preconditioned)

47,9% 37,0%

Personal experience w ithin multicultural teams Leadership experience in other countries

30,1%

Experience in the very country or culture (Travelling, studies, family) External or internal support via coaching- or mentoringprogrammes

24,7% 12,3%

Support through external consultants (experts view , neutral, other points of view ) 0%

5,5% 20%

40%

60%

80%

100%

4,1 % of the respondents also mentioned: Understanding of “power relationships� in cultural context, clear authorities, enjoying intercultural work; knowledge in geography, history and economy Jan. 2010


5. How important is the good preparation of the management & leadership team for the success of International relations? 5.1. Knowledge of local language (command of English is prerequisite)

4,1%

no answ er Prio 6 Prio 5 Prio 4

1,4% 4,1% 6,8%

Prio 3 Prio 2

21,9% 13,7% 47,9%

Prio 1 0%

Jan. 2010

20%

40%

60%

80%

100%


5. How important is the good preparation of the management & leadership team for the success of International relations? 5.2. Experience in the country or culture (travelling, studies, family)

no answ er

4,1%

Prio 6 Prio 5 Prio 4 Prio 3

5,5% 4,1% 13,7% 19,2% 28,8%

Prio 2 Prio 1 0%

Jan. 2010

24,7% 20%

40%

60%

80%

100%


5. How important is the good preparation of the management & leadership team for the success of International relations? 5.3. Personal experience within multicultural teams

no answ er

4,1%

Prio 6

1,4%

Prio 5

1,4%

Prio 4

11,0%

Prio 3

11,0%

Prio 2

34,2%

Prio 1 0%

Jan. 2010

37,0% 20%

40%

60%

80%

100%


5. How important is the good preparation of the management & leadership team for the success of International relations? 5.4. Leadership Experience across borders

6,8%

no answ er Prio 6

0,0%

Prio 5

4,1%

Prio 4

4,1%

Prio 3

15,1%

Prio 2

39,7%

Prio 1 0%

Jan. 2010

30,1% 20%

40%

60%

80%

100%


5. How important is the good preparation of the management & leadership team for the success of International relations? 5.5. External or internal support via coaching- or mentoringprograms

8,2%

no answ er Prio 6

4,1%

Prio 5

12,3%

Prio 4

12,3%

Prio 3

19,2% 31,5%

Prio 2 Prio 1 0%

Jan. 2010

12,3% 20%

40%

60%

80%

100%


5. How important is the good preparation of the management & leadership team for the success of International relations? 5.6. Support through external consultants (experts view, neutral, other points of view)

no answ er

6,8%

Prio 6

9,6% 12,3%

Prio 5 Prio 4

17,8%

Prio 3

32,9%

Prio 2 Prio 1 0%

Jan. 2010

15,1% 5,5% 20%

40%

60%

80%

100%


6. Which dynamics/parameters can you observe in your international environment?

PRIO 1 Consideration of pow er distance and authorities (pow er systems in original countries, educational level, social class, family)

26,0%

Importance of longterm planning

16,4%

Avoidance of uncertainty

15,1%

Importance of status symbols in case of highly developed masculinity

13,7%

Living in collectivism (numerous families)

5,5% 0%

20%

4,1 % of the respondents also mentioned: Business-Logic, special form of social networtking (China, Russia)

Jan. 2010

40%

60%

80%

100%


6. Which dynamics/parameters can you observe in your international environment? 6.1. Orientation based on Power and Authority (power systems from countries of origin, education, religion)

no answ er

9,6%

Prio 6

5,5%

Prio 5

5,5%

Prio 4 Prio 3

6,8% 19,2%

Prio 2

27,4%

Prio 1 0%

Jan. 2010

26,0% 20%

40%

60%

80%

100%


6. Which dynamics/parameters can you observe in your international environment? 6.2. Assertiveness, priority of status symbols or highly developed masculinity

no answ er

11,0%

Prio 6 Prio 5 Prio 4

5,5% 13,7% 9,6%

Prio 3

20,5% 26,0%

Prio 2 Prio 1 0%

Jan. 2010

13,7% 20%

40%

60%

80%

100%


6. Which dynamics/parameters can you observe in your international environment? 6.3. Orientation towards avoidance of uncertainty

13,7%

no answ er 2,7%

Prio 6 Prio 5

0,0%

Prio 4

8,2% 32,9%

Prio 3

27,4%

Prio 2 Prio 1 0%

Jan. 2010

15,1% 20%

40%

60%

80%

100%


6. Which dynamics/parameters can you observe in your international environment? 6.4. Living in collectivism (i.e. big families, groups)

no answ er

15,1%

Prio 6

15,1%

Prio 5

20,5%

Prio 4

15,1%

Prio 3 Prio 2

5,5%

Prio 1

5,5%

0%

Jan. 2010

23,3%

20%

40%

60%

80%

100%


6. Which dynamics/parameters can you observe in your international environment? 6.5 Importance of long-term planning

no answ er

12,3%

Prio 6

1,4%

Prio 5

6,8%

Prio 4

6,8%

Prio 3

21,9%

Prio 2 Prio 1 0%

Jan. 2010

34,2% 16,4% 20%

40%

60%

80%

100%


7. In Your opinion, where lies the benefit for those organizations who deal more intensively with cultural differences?

PRIO 1 to in a middle- or longterm optimize communication and prevent conflicts and save costs.

49,3%

to lead International project teams to high performance

39,7%

to assure market development on in long term

39,7%

to successfully lead high potentials and expatriates in their acting and to keep them in the company

37,0%

to successfully realize expansion strategies

35,6%

to reduce costs for International conflicts

26,0% 0%

Jan. 2010

20%

40%

60%

80%

100%


7. In Your opinion, where lies the benefit for those organizations who deal more intensively with cultural differences? 7.1. To secure long term market development

4,1%

no answ er Prio 6 Prio 5 Prio 4 Prio 3

2,7% 4,1% 2,7% 11,0%

Prio 2

35,6%

Prio 1 0%

Jan. 2010

39,7% 20%

40%

60%

80%

100%


7. In Your opinion, where lies the benefit for those organizations who deal more intensively with cultural differences? 7.2. To successfully pursue expansion strategies

no answ er

6,8%

Prio 6 Prio 5 Prio 4 Prio 3

2,7% 1,4% 5,5% 15,1%

Prio 2

32,9%

Prio 1 0%

Jan. 2010

35,6% 20%

40%

60%

80%

100%


7. In Your opinion, where lies the benefit for those organizations who deal more intensively with cultural differences? 7.3. To support high potentials abroad to successfully accomplish their tasks and to bind them to the company

no answ er

5,5%

Prio 6 Prio 5 Prio 4 Prio 3

4,1% 1,4% 9,6% 15,1%

Prio 2

27,4%

Prio 1 0%

Jan. 2010

37,0% 20%

40%

60%

80%

100%


7. In Your opinion, where lies the benefit for those organizations who deal more intensively with cultural differences? 7.4. To lead international project teams to high performance

no answ er

2,7%

Prio 6

0,0%

Prio 5 Prio 4 Prio 3

2,7% 6,8% 11,0%

Prio 2

37,0%

Prio 1 0%

Jan. 2010

39,7% 20%

40%

60%

80%

100%


7. In Your opinion, where lies the benefit for those organizations who deal more intensively with cultural differences? 7.5. To reduce costs for unsolved international conflicts

no answ er

4,1%

Prio 6 Prio 5 Prio 4 Prio 3

2,7% 5,5% 11,0% 15,1%

Prio 2

35,6%

Prio 1 0%

Jan. 2010

26,0% 20%

40%

60%

80%

100%


7. In Your opinion, where lies the benefit for those organizations who deal more intensively with cultural differences? 7.6. To optimize communication and prevent conflicts mid and long term and save costs.

no answ er

6,8%

Prio 6 Prio 5 Prio 4

4,1% 2,7% 1,4%

Prio 3

17,8%

Prio 2

17,8% 49,3%

Prio 1 0%

Jan. 2010

20%

40%

60%

80%

100%


8. Which companies spontaneously come to your mind that take “International Dynamics” in their global market development into consideration? 58,9 % of the respondents have mentioned these companies (ranking according to frequency)

Siemens

OMV

IBM Coca Cola

Raiffeisenbank

BMW

Phillips

VW Henkel HP

PWC Deutsche Bank

Microsoft Lufthansa Nestle

Erste Bank Faurecia

P&G Toyota Magna

HSBC Baumax

General Electric McDonald´s

Jan. 2010

Daimler


8.1 What do these companies stand for? 38,4 % of the respondents specified these examples:

• • • • • • • • • • • • • • • • • • • • •

Jan. 2010

Strategy-oriented personnel development Personnel harmony to achieve corporate goals easily Market dominance Competence, system Internationalization, multi-culture brand Recognition Combination of strong national and corporate culture (country of origin) and consideration of the culture of the destination country Long-term career opportunities abroad Personnel flexibility, dynamics Export industry Global communication networks including technological support Using global resources consciously Strong integration of (international) Clients, customer orientation Global presence on mass markets, solid market shares Globalization Lifestyle-Standard, local market with own core strength; conglomerate Use of global synergies Development of new markets Quality, innovation Entrepreneurial vision


Expertise Management & Leadership