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【社会人文】外国出生的老板让人更有幸福感
Feeling 'More Happy' With Foreign Chiefs
Friday February 22, 5:59 pm ET
Gary M. Stern
The U.S. Constitution prevents foreign-born people from running for president.
But that doesn't stop them from running U.S. companies. In fact, more firms here are tapping foreign-born executives as CEOs. According to a Dec. 12 story in the New York Times, 14 CEOs of Fortune 100 companies were born outside of the U.S.
In order to keep pace with increasing globalization and rising overseas sales, multinationals are hiring non-natives as top honchos to boost revenue and appeal to broader markets.
Exactly how much this translates into dollars is still unclear. But some analysts contend that it has a positive impact on the bottom lines of companies.
Examples of the phenomenon include Vikram S. Pandit, who was born in India and was named CEO of Citigroup (NYSE:C - News)in December 2007; Indra K. Nooyi, also from India, who is CEO of PepsiCo (NYSEEP - News); and Sidney Taurel, born in Morocco and the CEO at Eli Lilly & Co. (NYSE:LLY - News)
S.P. Kothari, deputy dean of the Sloan School of Management at the Massachusetts Institute of Technology, credits the rise in foreign-born CEOs to several factors -- including the influx of overseas MBA students. In most major MBA programs, including MIT's, 30%-40% of the students are foreigners.
Companies are conducting global searches and widening the talent pool, says Janet Reid, managing partner of Global Lead, a Cincinnati consulting company that helps firms boost overseas sales. As companies rely more on global staffers, they're seeking a leader with a worldwide view. Because of rising global competition, firms have to identify the best talent and not limit talent hunts to U.S.-born candidates.
The rising number of foreign-born CEOs signifies "the openness of American culture. You won't find this happening in Germany," Kothari said.
Globalization spurs hiring of the foreign-born. If a local Citibank exec in Hong Kong does well, the odds are that he or she will get noticed. At most firms, the best people are promoted regardless of their location, said Kothari: "As corporations become more global, they've found that these talented individuals can be suitable for top positions."
CEOs born outside U.S. borders often display "cultural dexterity," according to Reid. She defined this quality as showing an ability to be successful in different cultural situations, which in turn can help companies appeal to global customers.
Global Market Crackers
Foreign-born CEOs "can see problems and solve them with more than one perspective," Reid said. Global markets demand more complex and sophisticated problem-solving techniques that homogeneous markets don't require.
These CEOs also must focus on boosting overseas sales. In talking to the company's leaders in charge of delivering products, Reid says CEOs must grasp how local culture affects product design and other factors.
It's no coincidence that Standard & Poor's reported that foreign sales at major American corporations rose from 33% in 2002 to 44% in 2006 and are likely rising. Hence, the hope is that an executive born overseas will have greater insight into foreign markets and can boost overseas revenue.
How can a foreign-born CEO boost global sales? Since most multinationals have a diverse work force, the foreign-born executive may have an edge in motivating staff, Kothari says.
"If you're able to motivate and retain talent from different parts of the world because you're treating them fairly and are culturally adept, you can seal the deal," he said.
At PepsiCo, Nooyi understands the global customer, particularly the large and growing Indian consumer of beverages and snacks. MIT's Kothari noted that having a CEO who possesses "a firsthand knowledge of global eating habits, who knows the cultural barriers to food and packaging and an understanding of socioeconomic factors, can be very helpful."
Not only must CEOs possess global market smarts, but they also must be able to "teach the basic skills of understanding consumer needs throughout the company," Reid said. Altering products for different nations can result in more customized consumer choices, which can boost sales. Moreover, the savvy CEO encourages junior people to participate in global teams and take on overseas assignments so that much of the company -- not just the C-suite -- possesses a global view and perspective.
Having knowledge of global markets, however, provides only a "slight edge" to an exec vying for a CEO opening, said Kothari. Execs must possess a diverse set of skills, including a varied business background, strong interpersonal skills, ability to manage diverse people, and an analytical mind in addition to knowing other cultures.
Just being foreign-born doesn't ensure success, says Gordon Quick, co-author of "The Enlightened CEO: How to Succeed at the Toughest Job in Business." These CEOs "must create an environment that gets the most out of every employee," he said.
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作者:admin@医学,生命科学 2011-05-06 05:14
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