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All participants will experience new levels of global interdependence and will be engaged in a multi-level process. Formerly passive recipients will become active shapers of the new multi-polar world.

, January 9 - Tom L. Freudenheim in Wall Street Journal, p. A13 - Fritz Ascher Society

No longer will the so called emerging markets take orders, produce on command and consume what the West is ready to share. According to William D. Green, the multi-polar world was kicked-off and is supported by three key driving forces: geographic and demographic developments and the exploration of new markets by transnational enterprises; market liberalization and removal of trade barriers; the accessibility and influence of information and communication technology Green, A multipolar world does not mean a departure from globalization but a new level of global interaction and complexity.

EMM — emerging market multinationals, i. Conventional assumptions and traditional roles no longer apply. More players want to have a say on global issues.

Their economic power, their resources, their financial stature and their heritage make them equal partners. Unilateralism cannot resolve the issues the world is faced with today Britschgi, During the last century, capitalism could develop almost completely free, with little outside intervention and no barriers. Everything was focused on the big international financial services institutions and global companies.

Some of them became speculation engines and promoters of the immense capital roulette. Profit was the only purpose of enterprises; Shareholder Value was the benchmark, promising everybody a golden future. The enormous value growth options hypnotized many politicians, bankers and executives. Growth of capital seemed the only purpose of economy. The principle of capitalism seemed forgotten: capital and money are only surrogates which enable access to products, services, development and experiences.

The concept of Stakeholder Value, which teaches that employees, managers, service providers, community and society are as important as shareholders, did not find a broad audience. The blow up of the big bubble economy and the break-down of the financial system in the capitalist world, the immense amounts of money that was pumped into the system to save some major players and the workplace for hundreds of thousands of people and the inconceivable dept of most Western nations, raised serious critics about this free flowing, uncontrollable economism Raich and Dolan, Not only doomsayers and obstinate socialists point out to the initiatives in several parliaments, to discussions of lawmakers in most European countries and new theories of economists that signal the end of capitalism as it is known today.

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Proposals to limit compensation packages, to control banks more tightly and to introduce the Tobin Tax on trading in the financial sector, are seriously discussed even in liberal countries, e. Leading scholars and intellectuals of renowned think-tanks propose a new value-based business model with more responsibility for the individual and the society, with a strong focus on sustainability and a more human way of life Fig. Britschgi Fig. Herskovits Herskovits, In a world in transition, many values and traditional ties get lost. Major drivers to the interchange of cultures are generational differences, religion and ethical standards, feminism, the digital divide and development of global virtual realities.

By the Muslim world will outrank the Christian population in numbers. Not only will it influence the financial services industry or the leisure and travel business or retail, but management education, corporate governance, talent management and other areas as well. A strong influence from Chinese and Indian culture is already eminent on the surface. On the one hand these influences are rooted in the religion and philosophy e. Confucius, Lao Tse, Buddhism, and Hinduism on the other hand a dilemma exists between the old rites and traditions versus modern, western-influenced standards.

The statement that all generations want basically the same things holds true. However, the expectations, the priorities, the behavior and the means this new generation of Millennials differ considerably from the previous generation of baby boomers or Generation X Smith, Millennials grew up in nontraditional family structures, with a single mom or dad or patchwork families with career minded parents, focused on economic prosperity and well-being.

They want to have an influence on the products and services they consume. At the beginning of their careers they experienced layoffs, corporate and political scandals. Even in the most progressive societies the role of women has not evolved the way it should have.

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  • Female executives are still a rare species. Unfortunately, many women who are part of the decision making group tend to behave like men. The Glass Ceiling is very hard to break through. This is about to change and the future will see more women in powerful positions and as top executives in large and important organizations. This century may become known as the era of unexpected global events and radical political, economic and social changes; all leading to great instability.

    There is no doubt that the world is in transformation and potent key drivers are accelerating change. Britschgi competition in all fields. To think and act in a multi-polar economy demands a strategy that is both long-term oriented and flexible.

    12222, January 9 – Tom L. Freudenheim in Wall Street Journal, p. A13

    Management decisions will more and more be shaped by factors outside the control of individuals or organizations. The management, the workforce and all other constituencies will be highly fragmented in the new world. Intrinsic motivation that drives people is determined by character, ethical standards, beliefs, background and social traditions. The significant challenge is to maintain a strong culture and engagement level which adheres to the value set of the corporation within a fragmented organization and adapts to the social fabric of the society in which the organization operates.

    To be perceived as an innovative, future oriented corporation is a key factor to success in the economy of twenty-first century in transformation. This holds true for companies that are not per se in a high-technology field as well. Innovation is not limited to technology development. New ideas in all areas, the enabling of the organizational structure and fostering of motivated talents, eager to move forward, are essential to sustainable long-term growth.

    Such a spirit of innovation contains energy that turns aspiration into success and builds intangible assets. Like in a kaleidoscope the picture shown changes constantly; every move, every shift of position and each angle present a different view. No matter how thorough the analysis, how detailed the data and how careful the interpretations are, considering the situation of a world in transformation the ability to innovate faster and in new ways will always be critical to success.

    Wie sehe ich die Farben der Aura? - Beyond with Anne

    The new dynamics of a fastchanging and less predictable world economy request agile organizations. Leaders feel the pressure to execute strategy faster and with more adaptability, flexibility and speed.

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    The building block to out-perform competition is how the enterprise anticipates, understands, interprets and acts on the constant changes on the market place and in the new business environment. The key elements must all fit and they must be synchronized in order to achieve excellent performance. This requires an agile organization that operates within a value based framework Fig. Bugmann, Zurich.

    The challenge to become and remain agile is far greater for the heritage organizations, the ones with a track record of past successes and the ones with a traditional Western leadership style, than for the newly created company in booming areas of the new multi-polar economy. In a business world evolving so rapidly, the setting of the strategy must be achieved quickly and swiftly; adjusted often and the issues of implementation must be addressed concurrently.

    On the contrary, a stringent overall business strategy must be the basis. But it must leave ways to comprehend and exploit the potential of fundamentally new business models. Organizations can be paralyzed with established processes for strategic and financial planning in the attempt to 66 E. Britschgi minimize uncertainty or by gathering and analyzing empirical data.

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    Effective risk assessment requires new kinds of tools beyond the traditional linear understanding. This model needs to reflect the reality, integrate the constant changes and enable the company to move swiftly forward. Agile organisations use analytics and marketing intelligence to gain understanding across all critical dimensions of their business as well as insights from customers and suppliers. This instinct leads executives to choose to copy successes rather tan try to create something brand-new. They will build agile centres of excellence that will include methods, tools, systems and processes to anticipate changes and combine them with experiences and insights from all management disciplines.

    Management and workforce may be distributed across all continents. Being able to predict how well the different teams can respond to changes and execute rapid transformation is of essence. By adopting a mindset of continuous renewal, an organization creates a culture that supports and motivates the kinds of behaviours required to be agile and hence successful Green, The leadership style is inclusive and collaborative and leaders are role models that demonstrate the desired behaviour themselves.


    Die Aura lesen und deuten

    Research and experience will prove the positive effects on performance and management values in the near future. First indications are promising. Success of an organization is largely determined by its capability which is a direct function of its talents and skills. Senior executives are increasingly aware of the fact that the best strategies and technologies depend ultimately on how well their managers and employees execute. As the economy continues to sputter, layoffs increase and uncertainty intensifies, this simple fact often gets forgotten.

    Companies face significant issues maintaining investments in employee development and support during tough economic times. Some companies make two contrasting errors: they try to be too focused on process and look at workforce as if it could be easily reduced or manipulated like a steam engine. Or, on the other hand, they act if people are too unpredictable and complex to be part of a rigorous business solution.

    Research and experience prove that the ability to demonstrate an ongoing commitment to people development, training, tools and collaboration is critical to maintain engagement and intrinsic motivation. These companies institutionalize a sense of creative discomfort. They promote continuous learning and experimenting. Leaders foster agility on all levels and a behavior that sees opportunities rather than barriers and looks beyond the way things are done now to the way things could be done in the future.