Best Practices in Leading the Global Workforce

The Dow Chemical Company
www.dow.com
The Dow Chemical Company is a global science and technology company that provides a variety of products and services to over one-hundred and eighty countries. In order to empower its global workforce, Dow designed a "reward and recognition" program to identify the best practices in people development. The goal of this program was to increase employee recognition in a global environment and to consider all talent-leaders regardless of rank or position.

Verizon Dominicana
www.verizon.com.do
Verizon Domincana, a subsidiary of Verizon Communications, is the leading provider of communication services in the Dominican Republic. During a time of external economic turmoil, Verizon Domincana achieved great success through the shared vision and strategy of its employees. In order to achieve its financial success and credibility, Verizon implemented a program that engaged every employee in shifting the company from a system of silos to a cohesive organization focused on the customer.

Colgate Palmolive
www.colgate.com
The Colgate Palmolive Company is a customer product company that operates in eighty-one countries. In order to promote a system of common Values and "managing with respect" Principles, Colgate implemented a strategy of "Becoming the Best Place to Work". This business initiative consisted of two phases. Phase 1, "Valuing Colgate People", and Phase 2, "Managing with Respect", both aimed to "balance a global strategy with local implementation".

Motorola
www.motorola.com
Motorola is renowned for its global telecommunication products. This case discusses the challenges faced by its training center in China, Motorola University China (MUC) in the transfer of Human Resourced Development (HRD) and Workplace learning and performance (WLP) skills, which are relatively new fields in China, to Motorola's in that country. These challenges came in a multitude of sources, from cultural to business. The challenges were met and overcome by innovative training programs, as well as partnerships with well renowned partnerships with educational institutions in the US and China.

Agilent
www.agilent.com
Agilent is the current world leader in the test and measurement market. Agilent has revolutionized global learning and leadership development by redefining the "Learning Finish Line". This redefinition is an innovative process in which the emphasis is to be focused on the delivery of results through transfer and application rather than on delivery of courses. Through the support of senior management and unique online and offline tools, this process has brought about a paradigm shift in the roles and responsibilities of employees, managers and facilitators alike.

Volvo
www.volvo.com
Volvo 3P was created as a business unit within the Volvo Group to manage the three truck brands: Mack, Renault, and Volvo. It developed an original 3P Global Learning system as a strategic approach to support and enhance the cultural identity of its global workforce, and to prepare the senior leadership for the realties of the global environment. By creating common organizational structures and processes and providing performance tools and support, Volvo 3P was able to make learning as the central instrument for integrating a geographically distributed global workforce to create maximum synergy.

The Boppy Company
www.boppy.com
The Boppy Company created an approach for optimizing the global workforce that focuses on meeting long-term strategic needs while balancing factors such as cost, quality, and social responsibility. It also focuses on ensuring that the company gets the most from both onshore and offshore strategies. The case study focuses on the tools and approaches used to analyze, design, and implement an optimized global workforce in a consumer products company.

InterContinental Hotels Group
www.ichotelsgroup.com
When Six Continents Hotels (6C) drew up its business plan in preparation for de-merger from the Bass Holding Company, it knew that it had to cut costs dramatically and that it also needed a growth strategy to assure and retain its investor base. Building capability for the future and reducing operating costs at the same time, resulted from a strategic approach to sourcing work. Between the fall of 2002 and fall of 2003, senior leadership restructured its operations by creating a stronger focus on essential capabilities, shedding non value- adding work and relocating services across its global reach and to external partners.

Johnson & Johnson
www.jnj.com
Johnson & Johnson faced the challenge of continuing to be innovative inside a new process of supply chain management. In order for such innovation to occur, leaders who guide this SCM process had to consider it within a more global context. The Global Supply Management Institute was created by Johnson & Johnson as a comprehensive approach to ensuring effective leadership for the transformation of Consumer Operations to a world-class supply chain management operation.

McDonald's
http://www.mcdonalds.com/
During the past three years, McDonald's has introduced significant changes to its global workforce management system in order to strengthen the organization's capability to develop the quantity and quality of leadership talent needed to support its continued growth and vitality. Three separate initiatives were developed and have been implemented to enhance McDonald's talent management and development processes in order for the organization to better meet its global needs.

Pfizer
www.pfizer.com
To enhance the success of first-line managers as they transition to more senior and potentially global leadership positions. Pfizer Inc. has designed and implemented its Advance Transition program. This program targets a global population of approximately 6000 leaders among Pfizer's 122,000 colleagues world-wide and employs a data-driven and research-based approach to enhance their transition success. Using a combination of pre-work 360-degree feedback, in-session development experiences, and rigorous follow-up, this program has achieved impressive levels of documented impact and success.

Tower Automotive
http://www.towerautomotive.com/
A new Global Technical Services model was presented by Tower Automotive to address the effects of globalization on the automotive industry and the resulting competition for market share. The need to innovate and bring new products to market with world-class quality and competitive pricing in the shortest possible time "equals" less product development time for car manufacturers and their major suppliers. The global trends that drove car companies to think globally but act locally are also addressed in Tower's global workforce initiative.

UNICEF
www.unicef.org
UNICEF invested enormous financial and human resources to develop the P²D program, an in-house career development program. The program included designing and implementing training facilitators and providing web-based program support. The P²D was built on UNICEF"s experiences gained in piloting career development tools in the late 1990's in Nigeria and China. It was built on best-practice career development tools that supported the organization's values and mission.

Wyeth
www.wyeth.com
Though the name Wyeth has been associated with pharmaceuticals for over a hundred years, it was only three years ago that American Home Products Corporation (AHP) changed its name to Wyeth. This global workforce initiative focuses on leadership development efforts that began in 1997 as AHP was increasing its focus on globalization as an integrated health care company and creating a global leadership team. It describes how later in 2002, Wyeth and its new CEO and Chairman, extended the global leadership development program to carry forward a new message on worldwide corporate values, goals, and Wyeth leadership principles.