Is There Really Such A Thing As A Global CEO?

Fortuneis There Really Such Thing As A Global Ceoapril 16 2013 5

Fortune Is there really such thing as a 'global CEO'? April 16, 2013: 5:00 AM ET If you look at the people who have become CEOs at the world's largest 2,500 public companies in 2012, most are natives, both to their company and their firm's home country. By Ken Favaro FORTUNE -- Plenty of well-known CEOs have been brought in to run large companies based in countries outside their native lands. Carlos Ghosn at Nissan and Renault, Muhtar Kent at Coca-Cola ( KO ), Indra Nooyi at PepsiCo ( PEP ), and Howard Stringer at Sony ( SNE ) come to mind. Meanwhile, globalization continues to gain momentum following a slowdown after the worldwide economic downturn.

The globetrotting corporate leader jetting from continent to continent to oversee vast business empires has become the expectation. The idea of the "global CEO" -- usually understood as chief executives who either come from a country other than where their company is headquartered, or have spent a considerable amount of their careers working "overseas" -- makes sense. Companies require a level of expertise outside their home territories that goes beyond what they have needed in the past. But if you look at the people who have become CEOs at the world's largest 2,500 public companies in 2012, the conventional notion of the global CEO is a myth. Among the incoming class of 300 new CEOs in 2012, just 19% were nationals of a country outside their company's headquarters.

Even at the 250 largest companies in our study -- those most likely to be truly global -- only 25% of incoming CEOs came from another country. Last year's numbers on new-CEO nationality closely resemble the average over the past four years, suggesting that the overall percentage of "global chief executives" isn't on the rise. And these new, native CEOs are not necessarily globetrotters. Last year, just 45% of incoming CEOs had experience working in a region other than their companies' own; at the largest 250 companies in our study, the figure rose only to 52%. U.S. companies hire foreign CEOs far less often than European companies.

Over the past four years, for instance, 14% of U.S.-based companies hired a foreigner, while fully 30% of Western European companies have done so. (Granted, European companies hired "foreigners" most often from other European countries.) In Japan, just 1% of new CEOs were foreign. CEO nationality differs among individual industries. Over the past four years, more than a quarter of new CEOs brought into companies in the telecom and consumer staples sectors globally were foreign-born, compared to just 12% of utilities CEOs and 9% of those in the IT industry. Most utilities are regionally focused, so the industry's low rate is understandable. As for IT companies, employees at these firms tend to be younger, and have had fewer opportunities for international experience.

Most CEOs are natives of their companies' home countries, and they have not spent, for the most part, considerable lengths of time abroad. With all the talk about globalization and the worldly CEO, this may come as a surprise. But should it? I don't think so -- for several reasons. For starters, boards at most large corporations are not especially global, despite the likely presence of a few token foreigners.

At its most extreme, this can lead to what might be called "familiarity corruption," a kind of cronyism where directors turn to people like themselves to fill critical positions. Today, companies are more global than their boardrooms, and this may explain why they are more global than their CEOs. The length of time it takes to create a CEO also plays a part. The median age of the incoming CEO in 2012 was 53. These executives probably began their careers in the mid-1980s, when the business world was considerably less global than it is today.

Many companies simply didn't feel the need to give promising young executives the wide range of geographical experience their counterparts would likely get today. It's possible that future chief executives will have gained considerable international experience, but will it matter? Already, a common business language has taken hold throughout the world. Market share, customer segmentation, new-product development, return on invested capital, risk management -- doing business at the largest companies has become an extremely sophisticated endeavor, and the issues are understood in every geography. Corporate leaders may no longer need to spend significant portions of their careers living in different markets around the world to learn this language and be an effective CEO of a global company.

Living abroad is a great way to gain a deep understanding of a particular market. I know this from personal experience, having spent 13 years working and raising a family outside my home country, the U.S. This proved invaluable experience when I became CEO of the firm I worked for. Yet executives now spend so much time traveling the world in the ordinary course of business that the career value of the expat experience is simply not as great as it used to be. Perhaps in the future, what makes a "global CEO" will not have anything to do with an executive's place of birth or time spent outside home markets, but rather by his or her understanding of how business is now conducted around the world, no matter where one lives.

Paper For Above instruction

The concept of a "global CEO" has been a subject of considerable debate in the context of globalization's influence on corporate leadership. While the idea suggests that the most effective leaders of international firms should possess a broad, international perspective, empirical evidence indicates that the majority of CEOs at the world's largest public companies are still predominantly native-born and domestically experienced. This essay explores the characteristics necessary for a global CEO and evaluates whether current leaders, like Jim Hackett of Ford, embody these traits, and how they could further develop them to lead effectively in today's interconnected business environment.

Characteristics of a Global CEO

Effective global CEOs are typically characterized by a set of attributes that enable them to navigate complex international business landscapes. First and foremost, cultural intelligence is essential. This includes the ability to understand, respect, and adapt to different cultural contexts, which facilitates better stakeholder engagement and decision-making across borders (Ang & Van Dyne, 2015). Multilingual ability further enhances communication and builds trust in diverse markets (Neeley, 2015). Additionally, strategic agility—an adaptation to fast-changing global conditions—is vital for responding to geopolitical shifts and economic fluctuations (Doz & Kosonen, 2010).

Another key trait is broad international experience, either through living abroad or working extensively in multiple regions. Such exposure fosters a deeper understanding of regional market dynamics and consumer behaviors, which are crucial for global strategic planning (Barner-Rasmussen & Tieron, 2020). Empathy and humility are also vital, allowing leaders to foster inclusive organizational cultures and prioritize learning from local insights rather than assuming a one-size-fits-all approach (Eisenhardt & Bourgeois, 1988). Finally, visionary leadership combined with resilience helps global CEOs set a compelling long-term direction amidst volatility (Yukl, 2013).

Does Jim Hackett Exhibit These Characteristics?

Jim Hackett’s career demonstrates several traits consistent with effective global leadership. His tenure at Steelcase Inc., a company with a global footprint, reflects an understanding of international markets. His role in securing a significant Nike partnership showcased his ability to manage cross-cultural negotiations and strategic alliances, vital components for a global CEO (Schultz et al., 2020). Moreover, Hackett’s leadership during the University of Michigan’s athletic department demonstrated his capacity for transformation, strategic thinking, and managing complex stakeholder relationships, attributes that translate well into corporate leadership (Schlissel, 2015).

However, some aspects of the ideal global CEO profile—such as multilingual proficiency or extensive experience living abroad—are less evident in Hackett’s background. His experience appears rooted largely in the American corporate context, and he has not notably spent significant time in diverse international markets. Yet, his recent roles and activities demonstrate a growing global mindset, emphasizing strategic relationships and adaptation to changing circumstances, both critical for a global leader (Meyer et al., 2014).

How Can Jim Hackett Better Embody These Traits?

To enhance his effectiveness as a global CEO, Jim Hackett could focus on developing cultural intelligence through actively engaging with diverse markets and leaders worldwide. Learning additional languages or participating in international executive development programs could expand his cultural toolkit. Additionally, gaining direct experience working in or leading teams across different countries would deepen his understanding of regional nuances and customer preferences (Morrison & Morrison, 2018). Emphasizing diversity and inclusion within Ford’s leadership could also help foster a truly global corporate culture that values local insights (Reeves et al., 2016). Finally, ongoing education in geopolitics and international trade will enable Hackett to anticipate and adapt to external forces shaping global markets.

Conclusion

The role of a truly effective global CEO requires a combination of cultural competence, international experience, strategic agility, and visionary leadership. While Jim Hackett exhibits some of these qualities, particularly in strategic planning and stakeholder management, further development in cultural intelligence and international exposure would solidify his capacity to lead Ford in a globalized landscape. As business environments continue to evolve, future CEOs must embody these traits to successfully steer their organizations through uncertainty and opportunity in the interconnected world.

References

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• Doz, Y., & Kosonen, M. (2010). Embedding Strategic Agility: A Leadership Perspective. Long Range Planning, 43(2-3), 370-382.
• Eisenhardt, K. M., & Bourgeois, L. J. (1988). Politics of Strategic Decision Making in High-Velocity Environments. Academy of Management Review, 13(1), 122-137.
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