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Instituto de Empresa

Angel Cabrera - Dean
Absoutely. The profile of a director of a global company is very different.
1. The (business) world is changing rapidly. Does globalization mean, too, that we need a new kind of "global" manager?

Absoutely. The profile of a director of a global company is very different.

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2. If so, what does he look like? Is the manager of the future a sort of global nomad, working with his laptop in hotel rooms and airport lounges, living some years at one place on the earth, some years at another?

Not necessarily. There's no need for him/her to spend the whole day jumping on and off planes. A global director, must, of course, be able to travel to places like London and Tokyo and communicate with people anywhere in the world, but the real meaning of globalization is that your field of action extends far beyond a radius of 400m from the office. You have to be able to reach all four corners of the earth, but new technologies give us the world in the palm of our hands without even leaving the office.

3. What are the qualifications of the Manager of Tomorrow? His talents, language skills etc.?

English is par for the course. You are not going to get anywhere without being able to speak English. But apart from possessing language skills, a twenty-first century director has to be sensitive to cultural issues, given that values and norms that may be paramount in one culture play a far less important role in another.

Hence the appearance of cultural awareness programs designed to help directors understand different cultures before traveling abroad. As with all managerial skills, however, the important thing is to place the director in situations where he/she put them into practice, and experience them first-hand. How can that be arranged? One short-cut you can take is that of undertaking an International MBA, or a standard MBA that has a high percentage of foreigners with whom you are going to have work closely over the course of a year. You will find people with different values and priorities, and this goes a long way to helping you understand the great culture divide. An International Executive MBA is another option, providing an incredible experience by combining presential and on-line training periods. You are going to learn a great deal, but one of the most valuable assets you will acquire is the ability to handle subtle intercultural differences.

4. Will we have a very tiny elite of truly "global" top managers and a more "national" middle management? In other words: Do we tend towards a two-class manager system?

For reasons of size, North Americans run the greatest risk of finding themselves adopting dual management standards. It's a fairly closed, self-serviced market. National middle managers do not exist in Holland, for example, because Dutch companies are inherently transnational, international and multinational. Here at Instituto de Empresa, professors are sensitive to culture-based divergences because we work with students from all over the world, in an international atmosphere.

5. As a business school, how do you see your role in shaping the world of tomorrow?

Our role as a business school is to equip students with a vast array of experiences in a short period of time. We are almost like a laboratory where students learn to communicate, convince and work together, immersed in the kind of lifestyle, culture and distinguishing features that are to be found in the world of business across the globe. European business schools have an advantage here over North American schools in that they have a far higher percentage of foreign students, making for a mutually enriching experience. Moreover, in this cultural crossroads of the Spanish-speaking world and Europe, Instituto de Empresa enjoys a truly privileged position. Our geographical situation and our historical roots generate close links with Latin America, and the resulting cultural melting pot is reflected at every level of our programs.
Dieser Artikel ist erschienen am 23.02.2001