Global Managing: Mastering the Spin of a Complex World
Christopher Ernst
As the global economy has come of age, many managers have been thrust into leadership roles in which their skills don’t match the requirements of the job. But are the capabilities needed to succeed in a global context really so different from those that are critical for domestic managers? And if there are differences, what can be done to develop these new skills?
As a high-level manager at a U.S.-based manufacturing company, Matthew leads a number of teams. He has just been asked by his boss to turn over responsibility for one of those teams to someone else and take on a different task—managing a new plant in Frankfurt, Germany. The factory was recently acquired in a merger ...
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