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The purpose of this paper is to examine the best ways for an organization to instil cultural intelligence and international success in to its workforce.

Possible methods examined include highly tailored cross‐cultural curricula, virtual training, global leadership programs, international team building exercises, and knowledge management systems. The recommendation and analysis of these methods is based on 25 years of Global Dynamics experience in training executives in cross‐cultural skills.

The author's research has found that complete implementation of the recommended methods result in optimal performance in a global market. Making employees aware of their own cultural perspectives and misunderstandings enables the development of a larger world view. Leadership involvement in the direction of organization's cultural competence strategy helps employees hone their skills on specific points of emphasis. Additionally, metrics should be used to gauge the effectiveness of the cultural intelligence strategy in order to continually improve elements of the overarching program.

By having more direct involvement in the learning process, leadership can strengthen the organization's cultural intelligence and ensure that the learnings are directly applicable.

This paper is based on more than 25 years of experience working with the world's leading international organizations to enhance their global performance.

The purpose of this paper is to educate professionals on the importance of knowledge management and the ways to best leverage their existing knowledge, including finding ways to create, identify, capture and distribute organizational knowledge to those in the organization who need it.

The paper outlines the need for a knowledge management process, then explains the challenges involved with establishing such a system. It demonstrates examples of tangible benefits that can be gained from a knowledge management system, and shows a model of a current and successful cross‐cultural knowledge management system.

Through work in the field, Global Dynamics has found that corporations, especially large global corporations, are needlessly spending money on training and development to “gain” knowledge that they already have. Key statistics cited here are that employees spend 7 to 20 percent of their time on the job replicating existing solutions for others (according to Delphi Group) and believe that 44 percent of employees are poor or very poor at transferring knowledge (according to Ernst & Young).

Knowledge management systems, as described here, can, and should, be implemented in all large organizations in order to maximize existing knowledge. For multinational organizations, a knowledge management system is even more significant and should be leveraged with corporate globalization efforts.

The paper provides a detailed description of a successful existing cross‐cultural management model.

The purpose of this paper is to examine the challenges of rolling out diversity and inclusion (D&I) initiatives globally and to provide leaders with guidance for successful global implementation of their D&I initiatives.

Possible methods examined include highly tailored global diversity curricula and numerous interviews with global D&I leaders from around the world. The recommendation and analysis of these methods is based on 25 years of Global Dynamics' experience consulting multinational companies on global diversity matters.

The author's research has found that global implementation of a Western‐centric approach to diversity and inclusion is a guarantee of failure. Leaders must be aware of the potential risk areas involved in implementing global D&I initiatives; appreciation of the ways the dimensions of diversity vary in scope and importance across cultures is key.

This paper is based on more than 25 years of experience working with the world's leading international organizations to enhance their global performance.

Introduced into the literature a decade ago, grit originally defined as perseverance and passion for long-term goals has stimulated considerable research on positive effects primarily in the academic and military contexts, as well as attracted widespread media attention. Despite recent criticism regarding grit’s construct and criterion-related validity, research on grit has begun to spill over into the work context as well. In this chapter, the authors provide an overview of the initial theoretical foundations of grit as a motivational driver, and present newer conceptualizations on the mechanisms of grit’s positive effects rooted in goal-setting theory. Furthermore, the authors also draw attention to existing shortcomings of the current definition and measurement of grit, and their implications for its scientific and practical application. After establishing a theoretical understanding, the authors discuss the potential utility of grit for human resource management, related to staffing and recruitment, development and training, and performance management systems as well as performance evaluations. The authors conclude this chapter with a discussion of necessary and potential future research, and consider the practical implications of grit in its current state.

Israeli entrepreneur and inventor Dov Moran envisioned the creation of a mobile device that was a small, stand-alone, fully functional mobile phone that could be slipped into a variety of enclosures, or “jackets,” that would provide added functionality and better reflect the personalities of its users. As the development of the Modu phone began to take shape, Moran and his team decided that to ensure the success of the new phone's much anticipated launch, Modu would develop and market the accessory jackets itself. The question now was which of the eight jackets to develop and what factors should be considered in making that decision. The case is about how to estimate optimal product-line extensions after accounting for experience curve and cannibalization effects of products that share similar features, cost, and price. This will require quantitative analysis that estimates the effect of the experience curve and cannibalization on cost, revenues, and ultimately, profit. The issue is how to optimize profits by choosing an ideal set of products.

• Understand the importance of quantitative analysis in launching product-line extensions while taking into account demand and cost side interactions

• Combine both qualitative and quantitative data in choosing a targeted segment

• Reflect on the strategic and financial considerations in choosing a segment for a new technology product

• Evaluate the implications of experience curve and cannibalization when introducing product-line extensions and their impact on the decision under consideration

Understand the importance of quantitative analysis in launching product-line extensions while taking into account demand and cost side interactions

Combine both qualitative and quantitative data in choosing a targeted segment

Reflect on the strategic and financial considerations in choosing a segment for a new technology product

Evaluate the implications of experience curve and cannibalization when introducing product-line extensions and their impact on the decision under consideration