companies don't go global people do

companies don't go global people do

HBR.ORG

OCTOBER 2015
REPRINT R1510E

SPOTLIGHT ON THE NEW GLOBAL LEADER

“Companies Don’t Go
Global, People Do”
The international management expert Andy Molinsky advises us to get past
abstractions about cultural differences.
An interview with Andy Molinsky by Sarah Cliffe

This document is authorized for use only in MGMT2102-Managing Across Cultures - S1/2016 by Peter Mcguinn, University of New South Wales from February 2016 to August 2016.

SPOTLIGHT ON THE NEW GLOBAL LEADER

SPOTLIGHT

ARTWORK Shannon Rankin, Artifacts (II) (detail)
2015, map, acrylic, adhesive, paper, 30" x 44"

“Companies Don’t Go
Global, People Do”
The international management expert Andy Molinsky advises
us to get past abstractions about cultural differences.
An interview by Sarah Cliffe
2 Harvard Business Review October 2015

This document is authorized for use only in MGMT2102-Managing Across Cultures - S1/2016 by Peter Mcguinn, University of New South Wales from February 2016 to August 2016.

HBR.ORG

HBR: Your research looks at the “microprocesses”
individuals use when they’re learning to adapt to
a new culture. Why did you choose that approach?
Molinsky: It started out as more of a personal inter-

ANDY MOLINSKY, the author of Global Dexterity:
How to Adapt Your Behavior Across Cultures
Without Losing Yourself in the Process, urges us
to focus on the everyday means by which tasks
get done all over the world. Drawing on his years
of field research, teaching, and consulting, the
Brandeis professor advises experimenting with
ways of working that don’t violate your sense of self
but do adapt to new cultural norms. Here he talks
with HBR’s executive editor about the difficulties—
and pleasures—of cross-cultural learning.
COPYRIGHT © 2015 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.

est than an academic one. After college I worked in
a small consulting firm in Paris, and I loved to watch
people from around...

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