Leading Across New Borders – it’s here!

Posted on September 29, 2015

Leading Across New Borders – it’s here!

This week we announced the publication of Leading Across New Borders: How to Succeed as the Center Shifts (Wiley), a new global leadership book by co-founder Ernest Gundling, Ph.D., and colleagues Christie Caldwell (Director of Consulting, Asia-Pacific) and Karen Cvitkovich (Senior Consultant).

Leading Across New Borders empowers leaders with the skills they need to conquer the challenges of today’s increasingly complex multinational business environment such as managing inclusively; integrating acquisitions; innovating across borders; and running a matrix team.

Beyond the core competencies, skills and characteristics needed to produce better results, the book provides first-hand, immediately applicable direction for interaction with worldwide colleagues, empowering readers to lead with insight and confidence, helping readers to:

  • Combine cultural awareness with their professional field of expertise
  • Move from outmoded outsourcing models to leveraging global talent
  • Position a global matrix team for high performance
  • Lead inclusively across multiple aspects of global diversity
  • Integrate global mergers or acquisitions
  • Innovate across borders
  • Make ethical choices for a sustainable future
  • Find their own center as a global leader with an eye to past, present, and future

New imperatives like these will help leaders better understand and navigate cultural, market and management differences.  And to show how vitally these differences can impact businesses, brands and the ways we manage, the book cites a wide range of cases, including:

  • 3M’s Water Filtration Business in China – how a global innovation leader has grown rapidly in a key market by strategically responding to its changing development phases and market needs;
  • Daimler-Benz AG’s failed acquisition of Chrysler – how a $39 billion investment and five years of integration efforts crumbled, due largely to the companies’ insufficient advance knowledge of one another’s contrasting national and organizational cultures;
  • Unilever and Ethical Standards – how Unilever has partnered with the Rainforest Alliance to certify African farms growing its famous tea brands (including Lipton) based on environmental and social criteria.  With priceless CSR value, the initiative provides a model for how two global organizations can partner effectively on a shared mission.

Learning from multinational examples like these, leaders will better navigate emerging organizational structures such as the matrix team, and succeed by more effectively integrating voices from colleagues around the world to serve diverse stakeholders across geopolitical and cultural borders.

The book reveals a new leadership paradigm for a globalized world and workforce, showing managers how to adapt amid diverse cultures and economies, crossing borders into new geographies, social realities, and mental models. With this dynamic approach, any leader can achieve their most critical business and organizational goals – from market share, to innovation, to meeting basic human and environmental needs – as the world’s economic center continues to shift.

Interested in reading the first chapter? Download Chapter One by clicking on the button below.
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