If it is to be useful in an increasingly globalized world, a Performance Management System (PMS) must be adapted to place value on what matters most in the new market's intercultural context.
Equipping people and organizations to thrive in an interculturally complex and global world. This is our mission statement, and this is what drives us.
A thriving Organizational Culture must be cultivated. Like a gardener who ties a seedling to a pole, you can encourage the growth of your OC in the right direction.
Culture is not driven by a list of values and their definitions. Behavior drives culture. You must take your organization on a journey to discover together which behaviors you would like to pursue as the embodiment of your organization's values.
Alignment within your team or organisation requires concern for your personnel (Relational Excellence). But what do you do when the improvement of your processes and systems (Transactional Excellence) is just as critical to your organization?
To thrive in today’s global world, it is necessary to strive toward both Relational Excellence and Transactional Excellence. However, this often sets a culture-shifting pendulum in motion.
It happens all too often: One step forward; two steps backward. Red tape. More harm than help. Counterintuitive. Counterproductive. There is a reason we humans have come up with all kinds of descriptors for that phenomenon when a system or structure actually begins to undermine what it was originally intended to facilitate.
It may surprise you to learn what these colleagues found out about themselves as individuals and as a team when they studied Inter-Cultural Intelligence together. They certainly were surprised!
As we explained in Part 1, having engaged the services of a terrific web development company who mapped out and carefully documented all our requirements ahead of time according to our specifications, we were very hopeful until things unexpectedly fell apart, both transactionally and relationally.
This story took place several years ago. We had just made the decision to build our brand by enhancing our online presence.
A multinational corporation’s recruitment team is experiencing firsthand the benefits of having in-house colleagues who had participated in Inter-Cultural Intelligence certification training.
This past May, a multinational corporation’s recruitment team experienced firsthand the benefits of having someone in-house who has been trained in Inter-Cultural Intelligence and in how to facilitate ICI workshops.
Although most of KnowledgeWorkx’s Inter-Cultural Intelligence certification workshops are conducted in the UAE or Europe, the southeastern USA has now been graced twice in recent months—in March and July 2016.
So many voices are speaking to the topic of global leadership development. But do those who claim to know really know? What pieces are essential for developing a leader who can operate globally, who truly thinks globally?
Key competencies and meta-competencies for successful global leaders must prioritize both Inter-Cultural Intelligence and People Skills.
If your DNA is not yet global, then how do you make it global? What questions should you be asking of yourselves in order to begin a successful journey? We believe that Inter-Cultural Intelligence is crucial to the process of transforming international DNA into global DNA.
Embracing the realization that what was merely international needs to metamorphosize into something global.
Key competencies leaders need to develop further
17 recommended competencies developed by the Kozai Group.