Global Mindset

Critical Foundations for Global Mindset & Cross-Cultural Intelligence

The ability to communicate effectively, build relationships across borders, and collaborate with a diverse set of colleagues and partners are critical global mindset skills in today’s academic and business environment. Beyond cultural protocol, Aperian Global provides concrete cultural intelligence and actionable strategies that prevent misunderstandings and accelerate the communication process for tangible results when working globally. Through business culture training that features the blending of virtual or live facilitated workshops and self-directed online learning tools, we provide learners with a variety of options for improving their global business skills that meet different learning styles and budgets.

Engagement with our clients is traditionally via the following methods:

Embedding Aperian Global workshops as an open enrollment course in a “corporate university” learning & development curriculum;
Integrating workshops and assessments as part of a leadership development cohort or team offsite;
Offering “moment of need” workshops for our clients’ intact teams or working groups in anticipation of, or in reaction to, specific global challenges.
Aperian Global is an HRCI Approved Provider and SHRM Preferred Provider and can award recertification credit hours for our training activities.

Read our thoughts & latest news related to Global Mindset

Global Mindset: Our Point-of-View

Developing a global mindset is necessary for professional development & advancement in global organizations

A global mindset provides a common language for working successfully with global colleagues

Developing a concrete, practical global mindset enhances performance across borders

A global mindset accelerates communications, driving faster & stronger results

A strong global mindset heightens the cultural IQ of organizations, providing a competitive advantage

Case Studies

Integrating sixty cultures to build a nuclear reactor


Finland was building a new nuclear reactor, employing the latest clean, safe, and green technology. Initially, the project had been launched as a French-German joint venture, but soon ended up being a French, partially government-owned project that was being closely observed by the EU (European Union) community.


Given that Finland is a relatively small country, there was not enough local professional talent to bring the project to fruition. Therefore, experts were recruited from more than 60 countries around the world. Many of these experts were relocated from warm countries like India, the Philippines, and the UAE (United Arab Emirates), so moving to snow-covered and dark Finland in the winter required much adjustment. The receiving human resources team conducted information sessions on topics such as, “How to dress, live, and drive in Finland,” and “How to deal with the winter blues.” These were soon followed by business-focused Working Globally learning sessions, delivered by Aperian Global, to instill cultural awareness and foster an inclusive team spirit.


These open-enrollment learning sessions created a platform of exchange not only for the expatriates from around the world, but also for their spouses. What started out as informational sessions on “daily living in Finland” evolved into collaborative team-building events across all divisions. This created enthusiasm among the participants in discovering each other’s cultures. The inhabitants of the local village, who at the beginning had been leery about welcoming “foreigners,” soon felt the positive economic effects of the project. They began being curious and more welcoming to the people of the various foreign nationalities.

Preparing employees for work in Iraq


Following a significant investment in an oil-field project in Iraq, one of the world’s leading energy companies quickly recognized that its expertise and industry leadership alone could not maximize the potential of this new and highly complex strategic venture. Although there was no shortage of global experience and technical skill within the current employee base, there was relatively low awareness of Iraq’s country and culture. The additional factors of geopolitical sensitivities and aggressive production targets meant that thoughtful preparation would be required in order for the company to be an effective international partner and operator in the country.


Drawing on a team of cross-cultural specialists while partnering closely with senior corporate leaders and local Iraqis, Aperian Global designed a Working Effectively with Iraq session to be delivered to all international employees supporting the Iraq operations. In addition, Aperian developed a tailored Iraq Country Briefing that would be available online to supplement the hands-on culture and business sessions, as well as being a long-term resource for employees newly assigned to the Iraq project.


One hundred employees who would be working remotely with or rotating immediately into Iraq participated in the Working Effectively with Iraq sessions, which took place in both the United States and Dubai. Participants commented on their increased awareness of work-style preferences and improved ability to interact effectively with people in Iraq. Once operations were up and running, Aperian Global collaborated with project teams on various issues surrounding talent integration and organizational leadership.