Foreword | p. xi |
Acknowledgments | p. xiii |
About the Authors | p. xv |
Preface | p. xvii |
Introduction | p. xix |
The Team | |
"Flat" Teams Need Direction | p. 3 |
Key Points | p. 3 |
Followership | p. 4 |
Getting into Focus | p. 5 |
Leading out of the Darkness of Ambiguity | p. 6 |
Behind the Scenes: Teams in Synch with the Business | p. 9 |
Unity of Focus in Complex Teams | p. 11 |
Case Study: Coca-Cola: RIP the Department Silo | p. 14 |
Clusters | p. 15 |
Case Study: Shell Retail: Huge Workforce in a Dispersed Operation | p. 17 |
Do We All Have to "Bond"? | p. 20 |
Case Study: United Biscuits | p. 22 |
If We Don't Know Where We Are Going, We Will Probably End Up Somewhere Else | p. 25 |
Your Own Human Internet | p. 26 |
Learning Points: High Performance with a Globally Dispersed Team | p. 27 |
The Medium and the Message | p. 29 |
Key Points | p. 29 |
What Do We Get from "Being There"? | p. 31 |
Video-Conferences: An Irritation | p. 33 |
Why Are We Here? | p. 35 |
Face-to-Face Can Be Powerful but Must Be Used Well | p. 36 |
All Businesses Are People Businesses | p. 38 |
A Level Playing Field in the Same Room | p. 39 |
An International Team Can Really Fire | p. 41 |
Benefits to Being the Virtual Stranger | p. 42 |
Will Face-to-Face Become a Luxury? | p. 44 |
Are There Hidden Advantages to the Virtual Connection? | p. 47 |
Native or Nonnative English? Some Notes on Language | p. 49 |
Onward with Travel | p. 51 |
Learning Points: How to Get the Meeting Structure Right | p. 51 |
Does Culture Still Matter? | p. 53 |
Key Points | p. 53 |
Is There a Generation Y? | p. 57 |
Is It Really Culture? | p. 59 |
In Which Ways Do We Differ? | p. 60 |
In Which Ways Are We All the Same? | p. 61 |
Individual Case Study: Monika Altmaier, Project Leader Internationalization, Siemens Business Services | p. 63 |
Group Case Study: European Top Team | p. 66 |
Defying the Stereotypes: WL Gore & Associates in China | p. 67 |
Culture Clash Based on Profession | p. 70 |
Learning Points: Tips to Avoid Stereotyping | p. 72 |
Engage Leadership Skills: Command and Control Doesn't Work | p. 73 |
Key Points | p. 73 |
Can Empowerment and Control Live Together? | p. 74 |
Can You Learn, Unlearn, and Relearn? | p. 78 |
How Do You Set Limits? | p. 79 |
Managing the Bosses: Where Does Followership Fit in? | p. 81 |
Quality of Relationships, Not Formulae | p. 82 |
Learning Points: How to Improve Leadership Skills | p. 83 |
Teams Are Not Self-Assembly | p. 85 |
Key Points | p. 85 |
What Are Those Special Ingredients? | p. 86 |
Search Agent | p. 87 |
Looking for the Global Mindset | p. 87 |
How Important Is Fluent English? | p. 90 |
The Hunt for Talent: Recruiting via Networks | p. 91 |
Building the Right Culture Will Attract the People You Want | p. 94 |
Learning Points: Guiding Principles for International Recruitment | p. 96 |
The Individual | |
EQ Is Not Enough: Intelligence Matters | p. 99 |
Key Points | p. 99 |
LVMH: Understanding the Market | p. 102 |
Alstom: Building Long-Term Connections | p. 104 |
It Is Not Always Enough to Be a Virtual Leader | p. 105 |
Understanding the World: Changes That Creep Up on Us | p. 106 |
Wake Up: The Paradigm Has Already Shifted | p. 108 |
How Do We Make Learning Continuous? | p. 111 |
Learning Points: How to Combine Strategic and Conceptual Thinking for Effective Leadership | p. 113 |
Keeping a Life: Questions of Balance in the Flat World | p. 115 |
Key Points | p. 115 |
Meeting Face-to-Face Sends a Positive Message | p. 117 |
Do We Have to Leave the Real Me at the Door? | p. 118 |
Do We Have to Have the Maximum Everything? | p. 123 |
Is Multitasking Really Possible? | p. 124 |
"You Get Work-Life Balance Complaints When You're Losing" | p. 126 |
Learning Points: How to Improve Work-Life Balance | p. 127 |
Ten Strategies for Managing in a Flat World | p. 129 |
Leadership Style Needs to Become Empowering and Inspirational | p. 131 |
A Flat World Means Flat Structures | p. 132 |
Recruitment of the Right People Makes All the Difference | p. 132 |
Always Show the Way | p. 133 |
Communicate Often and Learn to Communicate Well | p. 133 |
Teams Don't Just Happen | p. 134 |
Build Trust: It Is the Foundation of Strong Teams | p. 135 |
Respect Cultural Differences | p. 135 |
Work-Life Balance is the Blessing and the Curse of the Flat World | p. 136 |
Become Part of the Human Internet | p. 137 |
Implications for Boards, Managers, and Ordinary People | p. 137 |
Managers Should Be Cut from a Different Cloth | p. 139 |
Changing the Leadership Model | p. 139 |
Ways of Being and Doing | p. 140 |
Lessons from the Movies | p. 141 |
Lumps and Bumps in the Flat World: What Would Make You Fail? | p. 142 |
Using Both Sides of the Brain: Transforming Leadership | p. 143 |
Conclusion: How to Be a Stand-Out Manager in a Flat World | p. 145 |
The Three Cs of Success in the Flat World | p. 146 |
A New Language for the Flat World | p. 147 |
Notes | p. 150 |
Index | p. 151 |
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