If you cannot see this message clearly, please visit
http://www.iese.edu/en/ad/EnfocadosWEB/1112/sfp/GB/GlobalBusinessMakingtheMatrixWork.asp
New York, December 3 to 5, 2012
New York 
New York City, 3 - 5 December
IESE Business School - New York Center
165 West 57th Street
New York, NY 10019
USA
Tel.: +1 646 346 8850
Fax: +1 646 346 8852
Fee includes lunches and material. Payment must be made prior to program attendance
Places are limited and will be filled in strict order of registration. Application deadline in New York: Fall 2011
Kip Meyer
Program Director
Executive Education
IESE Business School
Tel.: +1 646 346 8829
kmeyer@iese.edu
How has globalization changed the rules of the game in business and where are we headed? Do you have the necessary global leadership skills and cultural intelligence to be successful in today's volatile, uncertain, complex and ambiguous (VUCA) world? How do you manage a team whose members are not down the hall but spread across continents and time zones, who come from different cultural backgrounds, and who have potentially conflicting priorities? How can you excel in a matrix structure? Many companies have turned to the matrix organization as a model to deal with the challenge of running a global business. Such organizations typically have Senior Managers running certain geographies while others are responsible for global product units and still others manage global functions such as Finance, Human Resources, Purchasing, etc. Certain organizations even have fourth or fifth dimensions with Global Account Managers for specific customers or designated people overlooking concepts such as technologies or shared services. To make matters even more complex, the people on a given "team" may belong to several teams. Senior Managers holding one dimension of the matrix might find themselves in conflict with priorities originating from one of their colleagues at the senior level, who is responsible for another dimension of the matrix. If all this was not sufficient, individuals across the system come from different backgrounds. At times, the company culture is not strong enough to overcome national and regional differences for which not all managers are well prepared. Can people within a matrix organization collaborate and advance business goals, or do people default to silos of independent focus and end up with less-than-optimal results? This program recognizes the deeply complex and potentially frustrating challenges associated with managing in a matrix environment, and offers participants a forum to better understand these challenges, to discover skills to address these challenges, and to develop strategic plans to overcome them.
“The organizations that will become the household names of this century will be renowned for sustained, large-scale, efficient innovation. The key to that capability is neither company loyalty nor free-agent autonomy but, rather, a strong collaborative community.” HBR, July-August 2011
Learn the challenges and opportunities of semi-globalization and collaboration. Understand the implications of distance from a cultural, administrative, geographic and economic perspective and how to leverage these implications for a competitive advantage. Improve global leadership skills and cultural intelligence to manage in a global enterprise. Develop a leadership agenda for making the matrix work.
Scoping the Challenge
Cross-Cultural Management
Global Strategy
Mission Critical Leadership
The first step in addressing a problem is to get a grasp of the extent of it. The program begins with an exploration of the challenges associated with doing business across major parts of the world. The goal is to collectively build a greater understanding of the economic, geopolitical, and strategic issues and trends facing companies. Connected with this broader context is also an exploration of the particular leadership challenges associated with managing in a matrix environment, including leading from a distance and the perception of many CEOs who often rely on their Senior Managers to "figure things out" or to "get on with it" rather than getting involved in the detail of potentially conflicting priorities.
For Managers with global responsibilities, the strength of a particular company's corporate culture is often challenged by local, national or even functional cultures of the people they need to rely on in order to get things done. The tools of cultural analysis can be applied in this context to better understand the local or functional pressures many Managers are under and the different ways people from different cultures deal with ambiguity and potential conflict.
At the heart of operating on a global scale is the challenge of formulating and carrying out a strategy for the planet which not only recognizes similarities across markets but also takes their differences into account and even takes advantage of them. The challenge within the global matrix is that strategy must be formulated for each dimension of the matrix and it is very difficult to achieve perfect alignment across every market, business and function. Understanding this ambiguity is an integral part of learning to manage the matrix.
Mission Critical Leadership is very important when dealing with the specific challenge of making an impact within and across a global organization. At issue is developing the skills to lead people who may or may not report directly to you, and achieving high levels of collaboration while minimizing situations of ambiguity that can lead to potentially conflicting priorities.
This intensive program will analyze the global landscape from an economic, strategic and geopolitical point of view, to help you understand how to build cross-border collaboration to break down silos and ensure alignment of goals. You will also be exposed to cross-cultural training to help increase your global cultural competency and make you more effective in the global marketplace. Highly dynamic and interactive, the program utilizes a variety of learning methods, including best practice case studies, group discussions, and global leadership experts.
Global Business: Making the Matrix Work is designed for Managers who are currently responsible for one dimension of a complex matrix organization such as Regional or Country Vice President, leader of a global business unit, head of a global functional area, or head of a client-facing organization. Managers in line for succession to such a role may also find value in the program and their applications will be considered.
Mike Rosenberg
Mike Rosenberg is an instructor of strategic management at IESE Business School. He teaches long-term strategy, scenario planning and analysis of business problems at IESE's MBA, Global Executive MBA and executive education programs.
Yih-teen Lee
Paddy Miller Pedro Videla Guest Speaker 
Academic Director
Instructor of Strategic Management
IESE Platform for Strategy and Sustainability (IPSS)
Doctor of Philosophy (Management), Cranfield University
Master's in Business Administration, IESE, University of Navarra
Rosenberg's research is concerned with how long-term technological and socio-economic trends affect the business climate and has a particular interest in the potential of alternative energy sources to change the competitive dynamics of a number of industries, including the automotive sector.
Prior to joining the faculty, Rosenberg worked as a management consultant to the international automotive industry for Heidrick & Struggles, A.T. Kearney and Arthur D. Little.
Assistant Professor of Managing People in Organizations
Ph.D. in Management, HEC, University of Lausanne
Master in International Business, National Taiwan University
Yih-teen Lee is assistant professor in the Department of Managing People in Organizations. He earned his Ph.D. at HEC, University of Lausanne, where he also participated in a research project as postdoctoral research fellow. Before joining IESE, he taught at HEC University of Lausanne (Switzerland), Angers Graduate School of Business ESSCA (France), Wright State University (Ohio, US), the American Graduate School of International Management Thunderbird Europe (France) and Lung-Hua University of Science and Technology (Taiwan, R.O.C.).
One of Prof. Lee's recent papers on culture and the person-environment fit, titled "Satisfaction and Individual Preference for Structuring: What is Fit Depends on Where You Are From," won the Best International Paper Award of the Organizational Behavior Division at the 2006 Academy of Management Annual Meeting, and was one of the three finalists of the academy-wide Carolyn Dexter Award. Several other papers are currently under review for publication in academic journals.
Prof. Lee is co-editor of the forthcoming book Les compétences culturelles (Cultural Skills), and is participating in several research projects focusing on this topic. He is now co-editing another book on the cultural contexts of human resource development. In addition to ethnic cross-cultural comparative studies, he is also passionate about developing endemic cultural knowledge of the Chinese business context.
Prof. Lee is ad-hoc reviewer for the journal Leadership Quarterly and a member of the editorial board of the Revue économique et sociale. He is also member of the Academy of Management, the Association of Psychological Science, the European Group of Organizational Studies, the Standing Conference on Organizational Symbolism, the Association francophone de gestion des ressources humaines (Francophone Association of Human Resources Management) and the Association internationale du management stratégique (International Association of Strategic Management).
Professor of Managing People in Organizations
Ph.D. in Management, IESE, University of Navarra
Master of Business Administration, University of Cape Town, South Africa
Paddy Miller is professor of Managing People in Organizations at IESE. His interests lie in the area of leadership and the management of change and recently has focused on the specific issues of leading change in multinational organizations. Dr. Miller's particular approach to these areas has been to take a longitudinal perspective to organizational change, sometimes over a period of as long as a decade. In line with these views, he has become extensively involved in management development issues in many organizations during the transition to globalization.
Among the companies and organizations that have used his services are Visteon, Bulgari Italy, IBM Germany, Henkel Germany, Lufthansa Germany, Volkswagen Germany, Caterpillar Spain, the United Nations FAO, Standard Life Scotland, Sun Microsystems Europe and AWI Canada. Apart from addressing management groups, he has worked with CEOs and their management teams in Europe, Africa, and North and South America. He is a sought-after speaker on executive programs in the U.S. and Europe - teaching on international programs offered by the business schools of Harvard, Michigan, Cape Town and the University of Virginia.
Dr. Miller has written and contributed to several books and articles that have appeared in publications ranging from the Financial Times to the Journal of Management Education. His case studies have won awards in various international forums. Last year he was awarded by the American Academy of Management for his work in the field of globally distributed teams. McGraw-Hill recently published his book, Mission Critical Leadership (2001). Along with a team of researchers, Prof. Miller blogs regularly on the topic of creativity in organizations (Creative Cultures).
Professor of Economics
Ph.D. in Economics, University of Chicago
M.A. in Economics, University of Chicago
Pedro Videla is professor in the Department of Economics. He holds a Ph.D. and an MA in economics, both from the University of Chicago, and a commercial engineering degree in economics from the Universidad Católica de Chile. His areas of specialization include macroeconomics, international economies and emerging economies.
As a consultant, Prof. Videla has been involved in projects with institutions such as the World Bank, IMF, EU, the InterAmerican Development Bank, and USAID.
He has taught at the Universidad Adolfo Ibánez (Chile), the Roosevelt University (Chicago, USA), and currently teaches economics courses on the MBA program at IESE.
© IESE Business School - University of Navarra
Barcelona (+34) 93 253 42 00
Munich (+49) 89 24 20 97 90
Madrid (+34) 91 211 30 00
New York (+1) 646 346 8850
