Global leadership teams: diagnosing three essential qualities

• Thomas, Robert J. 
• Bellin, Joshua 
• Jules, Claudy 
• Lynton, Nandani 

Indexed by

Scopus ABDC-C

Abstract

Purpose
–　Companies　that　operate　globally　have　to　be　adept　at　managing　certain　tensions:　between　global　and　local,　between　differentiated　and　integrated　and　between　many　cultures　and　one　organizational　culture.　So　the　authors　aim　to　interview　top　managers　to　study　how　global　leadership　teams　are　coping　with　these　challenges.

Design/methodology/approach
–　Over　the　past　year,　Accenture　researchers　interviewed　more　than　40　CEOs　and　top　leaders　at　multinational　companies　to　shed　light　on　how　they　handle　the　“creative　tensions”　of　competing　on　a　global　scale.

Findings
–　Three　attributes　were　repeatedly　cited　as　enhancing　the　performance　of　top　teams　and　their　companies:　a　clear　charter　and　operating　principles;　the　need　to　be　agile　about　the　way　they　think　and　whom　they　draw　into　the　decision‐making　processes;　and　the　ability　to　“change　ahead　of　the　curve,”

Practical　implications
–　The　article　describes　how　successful　firms　address　each　of　the　three　challenges　the　leaders　identified.

Originality/value
–　The　article　includes　a　diagnostic　that　leaders　can　use　to　see　how　they　compare　with　highly　successful　global　firms.

Keyword

• Competing on a global scale
• Cross‐functional committees
• Globalization
• Leadership
• Managing global leadership teams
• Scenario exercises
• Strategic direction
• Talent development
• Team operating principles

Author Community

[Thomas, Robert J.; Bellin, Joshua] Accenture Institute for High Performance

[Jules, Claudy] Accenture's Management Consulting practice

[Lynton, Nandani] China Europe International Business School (CEIBS) in Shanghai

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