From Regional Star to

Global Leader
Case Facts – Deronde
International
 Issues
Yang
 Team


• Not able to adapt to • Stereotyped Yang as

different cultures someone who is not
• China centered able to gel with the
approach team
• Not open to new ideas • Lack of cultural
appreciation
• Not able to manage
transition smoothly • Resentment among
few who could have
• Based his decisions on
been SVP
intuition and
anecdotes • CEO’s cognitive
dissonance with
• Yang
• •
Case Analysis – relation to
concepts

Managing effective cross-cultural transition

Concepts – power distance and
cognitive dissonance
Lack of 

credibility/cognitive
Power Distance

dissonance
• China has a high • There appears to be
power distance cognitive
versus a low power dissonance
distance in France developing in minds
• Parity amongst of Alain Deronde
colleagues – • Yang’s actions – his
discussion and focus on China at
collaboration is the expense of a
encouraged global
• Yang Jianguo misses picture/business
this concept when plan leads to lower
interacting with credibility for Yang
within his team
 Concepts – Goal Setting and
Organization Culture
Goal Setting
 Organisation Culture


• Lack of an MBO process • Dominant culture of the

– Role ambiguity for French – Yang is
Yang Jianguo as unable to adapt, “fit
well as confusion
as to future of Yves
in”
– who would have • Deronde has an
become the SVP in internalised culture to
place of Yang
Jianguo which Yang is finding
– Absence of targets difficult to imbibe
for market growth – • Process of socialisation
lack of a well-laid
strategic plan from is not extensive and
the management the CEO Alain does
for the team to not attempt to extend
work on
the process on behalf
– No plan and
 Concepts – communication
culture
and
Communication and

EQ
Emotional
 Quotient
Based on Delivering • Self-awareness: low
Messages: self-awareness of
i)Low Context Culture Yang Jianguo whilst
ii)High Context Culture
interacting with the
CEO and colleagues

• Detect emotions in
 others: interaction
with Yves Saurac

• Manage emotional
 cues and
information:
understand from
taunts, and to
manage
 Global Leadership and
Organizational Behavior
Effectiveness (GLOBE Model)
Charismatic/Value-based Team-Oriented
Type 1: Visionary Team 1: Collaborative Team Orientation
Type 2: Inspirational Team 2: Team Integrator
Type 3: Self-Sacrifice Diplomatic
Integrity Malevolent
Decisive Administratively competent
Performance-oriented: √
Self-Protective Participative
Self-Centered Autocratic: √
Status Conscious: √ Non-participative
Conflict inducer
Face-saver
Procedural
Humane-oriented Autonomous
Modesty Individualistic: √
Humane orientation √ Independent
Unique
Action points – Managing cross-
cultural transition smoothly
 Learnings
• Problems in a cross-cultural transition
• How do we manage a cross-cultural
transition effectively
• Effective leadership in cross-cultural
teams
•
•
 References
• From Regional Star to Global Leader -
Harvard Business Review - January
2009 Edition
• Organization Behavior – Robbins,
Judge, Sanghi
• GLOBE Foundation – Thunderbird
School of Global Management
•
THANK YOU