Three years ago the top management in Fiat realised that their managers must not only cross physical national boundaries to operate successfully in the global marketplace, but must also think and plan across and within all the diverse cultures of the globe. From this vision, a comprehensive and dynamic programme was launched that did not accept ready‐made solutions, but sought out a unique Fiat approach to creating intercultural competence within the company. It began with extensive research and thinking, and then the findings were translated into a wide range of initiatives that are now operative throughout the multinational organisation. Now, three years later, the benefits of reframing the company′s international thinking while maintaining its strong Italian origins are being felt and they form a backdrop for the even more radical changes currently taking place.
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