“Six Principles of Effective Global Talent Management” explains the findings of a lengthy
international research project on the principles and practices of “33 multinational companies
headquartered in 11 different countries” conducted by researchers from INSEAD, Cornell,
Cambridge and Tilburg Universities. The results were distilled to differentiate between “best
practices,” which can be applicable in only select firms and “principles” which can be applied
directly to organizations globally without respect to the geographic location of senior
management. In the Motorola-Penang case study, we are presented with a brilliant example of
Managing Director, S.K. Ko implementing Principle 4: Management Involvement.
Ms. Ko believed that “the chief should have a heart” and in her written statement “My
Thoughts on Management” she emphasizes empowerment, respect, and consistency in
managing her employees. When presented with the challenges of automation, she set out to
reduce the impact it would have on her employees by focusing on 5 major activities: 1) External
Relations 2) Management Development 3) Manufacturing and Administrative Technologies 4)
Participative Management Process. Her second activity, Management Development was
directly in line with the 4th Principle because it centered around talent development and
succession planning. She ensured that her employees had the proper training required to
continue to manage successfully cross-culturally by creating “two–in-a–box” arrangements that
recognized the strengths and weakness of individual managers and provided an ideal solution
to mitigate those shortcomings.
The results of her activities created a culture that emphasized strong communication,
innovation, and ultimately higher revenues for MP. Under Ms. Ko’s direction, the factory was
positioned to absorb a 23% increase in non-US sales, with a forecast 300% increase between
1985 and 2000. At the same time, she prepared her team to adjust to the shift toward greater
automation by soliciting their opinions in how best to approach this process. The result as
stated in the case study was that “MP was considered one of the most successful within the
Motorola “condo” facilities in meeting the needs of various constituencies.” Had she not been
able to develop a successful succession line filled with culturally competent employees that
were loyal, we could not have expected the same results. Ms. Ko, went on become one of the
most respected female technology mangers in the APAC region based largely upon her success
at MP.
John Kotter’s “Eight Step Process for Leading Successful Change,” provides an excellent
lens through which we can view two principles that Le Calez was able to implement in order to
successfully oversee the physical and cultural transformation of the hotel from a provincial one
(all be it exclusive) into one that operated under a truly world class standard of quality. The 2
primary principals that can be applied from Kotter’s Process that were employed by Le Calvez
were 1). Strategic Visioning and Strategic Alignment and 2). The Enlistment of a Volunteer
Army.
Le Calvez was challenged to address the fundamental differences that separated
traditional French culture from that of the Four Seasons. These included a poor understanding
of human resource issues, a difference in managing perceptions of time, and a strong emphasis
on the social hierarchy that placed management above that of guests. Le Calvez was able to
mitigate these challenges by setting a very clearly defined strategic vision and alignment of the
