Koç University Graduate School of Business (Turkey)
City:
Istanbul, Turkey
Topic & Description:
From Local to Global: Concepts, Frameworks, and Analytical Tools Necessary to Develop an Effective Global Strategy
Globalization has changed the dynamics of business irrevocably. Today’s companies must operate on a much larger scale and in an environment of global competitiveness where product development, market needs, customers’ targets must take into account multiple cultures, collaborations and regional developments. Even for companies that do not intend to “go abroad,” the entry of foreign companies into their home markets makes a better understanding of global strategy a necessity if not a requisite for survival. The goal of this course is to introduce you to concepts, frameworks, and analytical tools necessary to develop an effective global strategy. There will be case studies and a presentation by student group teams on companies visited.
Accommodation & Travel:
Accommodation & Travel Information
Contact:
Başak Yalman (byalman@ku.edu.tr)
Yasemin Soydaş (ysoydas@ku.edu.tr)
A global business environment can best be understood through a global conversation. On March 16, students and alumni from all 28 Global Network schools gathered in New York City for a panel discussion titled “Globalization and Teamwork: Past and Future.” The panelists came from four member schools and are leaders in finance, healthcare, and technology. The discussion was led by Yale SOM dean emeritus Jeffrey E. Garten, author of From Silk to Silicon: The Story of Globalization Through Ten Extraordinary Lives.
Launched in 2012, the Global Network for Advanced Management connects business schools interested in developing global leaders within the context of an increasingly complex global business landscape. Since its inception, Global Network schools have launched small network online courses, enabled student and faculty exchanges across schools, and created other collaborations in order to connect their communities across five continents.
With 59 alumni and 120 students from 28 schools in attendance, the evening at the Yale Club exemplified the convening power of the network. Here are some takeaways on globalization, global leadership, and global teams that emerged from the discussion:
Build data-driven teams
We have access to a tremendous amount of information and data and I think what is really key today is to be able to build teams that are able to make sense of data, that are able to read and understand information in different locations, different regions of the world and really to analyze and extract information to stay competitive. I think that’s really one of the biggest challenges.
– Muriel Schwab MBA ’12, INSEAD, MAM ’15, Yale School of Management; Managing Director, Head of Trade and Commodity Finance, Americas, Rabobank
Value different thinking
If you don’t value the different thinking, not only the different culture, you will fail to build your business in different regions. Asia is totally different than Africa; Africa is totally different than Latin America. There are even differences within Europe between Germany and Italy.
– Uğur Küçükçetin MBA ’12, Koç University Graduate School of Business; Global Strategic Planning and Innovation Portfolio Manager Bayer HealthCare
I think we’ve got a tendency to become distracted by technology and that’s going to be a big challenge for leaders, teams, global teams particularly, in the cross cultural context that the others have spoken about. We have to be very careful with effective communication.
– Toby Carrington Executive MBA ’14, ESMT Germany; Head of Global Go to Market Operations, Siemens Healthcare
Have a common vision
Common vision. Running global teams is hard. Running virtual global teams is much harder and you need to unite people around global vision.
– Daniel Bodner B.S.’81, Technion-Israel Institute of Technology; President & CEO Verint Systems, Inc.
Global teams need a purpose
I think while running the global teams, it's important to set the vision, give the purpose, and let them do the things their own way but always keep them on the right path.
– Uğur Küçükçetin MBA ’12, Koç University Graduate School of Business; Global Strategic Planning and Innovation Portfolio Manager, Bayer HealthCare
Leadership is built on relationships
I think leadership is about relationships ultimately, and I think that doesn’t change. It's about inspiring people, it’s about displaying passion, and I think it’s something that is sometimes difficult to share via emails, via Twitter or whatever.
– Muriel Schwab MBA ’12, INSEAD, MAM ’15, Yale School of Management; Managing Director, Head of Trade and Commodity Finance, Americas, Rabobank
Connectivity doesn’t equal connection
Just because everybody is connected doesn’t mean everybody is really sharing, or getting on, or collaborating. Everything will be connected, everyone will be connected, but it requires a mindset change. If I use an example from healthcare: The benefits that humans can gain from the learnings about a medical case or treatment in one country by technology and by the instant ability to understand what has happened somewhere else… That is a fantastic advancement, but only if the doctor or the surgeon in one area is willing to discuss, is willing to open up and share what might have been considered as intellectual property. We have to have a mindset change and that still relies on relationships and people.
– Toby Carrington Executive MBA ’14, ESMT Germany; Head of Global Go to Market Operations, Siemens Healthcare
Have integrity
All these things we’re talking about are pretty tall orders but if at the root someone doesn’t have real fundamental integrity, all these other things may not matter because they could steer the ship in a direction that brings the whole thing down.
– Jeffrey E. Garten, Dean Emeritus, Yale School of Management