{"id":3148,"date":"2013-07-17T04:09:15","date_gmt":"2013-07-17T04:09:15","guid":{"rendered":"http:\/\/bme2.flywheelsites.com\/blog\/new-global-cool-what-the-21st-century-business-leader-looks-like\/"},"modified":"2020-01-16T22:44:40","modified_gmt":"2020-01-16T22:44:40","slug":"new-global-cool-what-the-21st-century-business-leader-looks-like","status":"publish","type":"post","link":"https:\/\/www.benchmarkemail.com\/in\/new-global-cool-what-the-21st-century-business-leader-looks-like\/","title":{"rendered":"New Global Cool: What the 21st Century Business Leader Looks Like"},"content":{"rendered":"

Ahead of his time, General Electric Chairman and CEO from 1981-2001, Jack Welch identified the 21st century business leader as \u201csomebody who spent time in Bombay, in Hong Kong, in Buenos Aires,\u201d recognizing that emerging businesses would need to send their \u201cbest and brightest overseas and make sure they have the training that will allow them to be the global leaders.\u201d This is particularly because business now has a\u00a0global application<\/a>. Between sourcing, outsourcing, customer demographic, business partners, and resellers, you might literally be globe trotting. So what does the 21st century business leader really need to look like?<\/p>\n

The New Breed of Entrepreneurs<\/h3>\n
HBR<\/i>\u2019s Daniel J. Isenberg believes a new starts thinking across borders from day one. In a 2008 article entitled \u201cThe Global Entrepreneur\u201d, Isenberg argues that because companies start globally from day one, so must leading entrepreneurs. Gone are the days of assembly line thinking when it comes to sourcing, manufacturing, marketing and selling. These days you\u2019re apt to go where you can get the best and\/or cheapest materials and labor; if you\u2019re smart, you\u2019re going to diversify you\u2019re market to where people are buying.<\/div>\n

Recognizing Global Opportunity<\/h3>\n
In a start-up culture, Isenberg notes that the \u201cstanding conventional theory is on its head\u2026start-ups now do business in many countries before dominating their home markets.\u201d He cites two reasons. First, is defense, adding that \u201cto be competitive, many ventures\u2026have to globalize some aspect of their business \u2013 manufacturing, service, delivery, capital sourcing, or talent acquisition, for instance \u2013 the moment they start up.\u201d Second reason is offense. Globalization and technology alone allows companies in one country to harvest opportunities in another that they may not have access to domestically. Why limit yourself to just what\u2019s in your backyard when you can make a buck in someone else\u2019s?<\/p>\n

However, this still mostly untapped opportunity has its set of drawbacks. As Isenberg astutely points out, there\u2019s the issue of infrastructure needed to cross distances in global business. Quoting British economist Wilfred Beckerman, he also raises the issue of \u201cpsychic distance,\u201d which \u201carises from such factors as culture, language, education systems, political systems, religion, and economic development.\u201d There\u2019s also a context \u2013 or a capital problem \u2013 when you factor in regulations, taxes, and other account laden material. Finally, resources may also be stretched to cope with limitations where a start up is not equipped to handle growth.<\/p>\n

Clearly, it takes a highly talented entrepreneur to success in a global business climate. Isenberg profiles the new breed of global leader as someone who can \u201cidentify opportunities, gather resources, and strike deals\u2026[possessing] soft skills like vision, leadership, and passion.\u201d He also marks on the need for this individual to specify a crystal-clear goals, be capable of building alliances across the board, successfully create supply chains, and be able to organize multinational teams.<\/p><\/div>\n

Scoping the Horizon: What Global Business Leaders Worry About<\/h3>\n
Even if they never leave their remote private Polynesian island, these leaders know that what affects one part of the world can invariably affect business. With this in mind, your elite leaders don\u2019t just conduct business in their own existence plane \u2013 no, these types are smart, well-read, and know what\u2019s going on in their world. This is what makes a leader; a type of person that can piece two and two together to not only watch the horizon but also predict what will come up on it next. According to the\u00a0HBR On Point<\/i>\u00a0special issue on Global Strategies in an article entitled \u201cWhat Keeps Global Leaders up at Night,\u201d these types focus on five core issues: economics, environment, geopolitics, resources, and technology.<\/div>\n

Ready, Set, Go: Why You Need to Get Global<\/h3>\n
The nature of today\u2019s business is global and if you\u2019re not going global, someone else will take your place. At least that\u2019s David Zax\u2019s\u00a0Fast Company<\/i>\u00a0featured argument entitled \u201cWhy You Need to Go International as Fast as Possible.\u201d Promoting the call to clone yourself internationally, Zax heeds a wise warning courtesy of Braintree CEO Bill Ready: figure out what you\u2019re doing before you mash on the accelerator. This brings us back to square one in the trio of globally themed articles, which is identify you\u2019re objective. Every good leader needs a vision. What\u2019s yours, and can it translate overseas?<\/div>\n","protected":false},"excerpt":{"rendered":"

Ahead of his time, General Electric Chairman and CEO from 1981-2001, Jack Welch identified the 21st century business leader as \u201csomebody who spent time in Bombay, in Hong Kong, in Buenos Aires,\u201d recognizing that emerging businesses would need to send their \u201cbest and brightest overseas and make sure they have the training that will allow…<\/p>\n","protected":false},"author":309,"featured_media":3149,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[2171],"tags":[154],"class_list":["post-3148","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-beyond","tag-email-marketing"],"yoast_head":"\nNew Global Cool: What the 21st Century Business Leader Looks Like - in<\/title>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"New Global Cool: What the 21st Century Business Leader Looks Like - 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