GLOBAL TALENT DEVELOPMENT

Tel Aviv, Israel September 5, 2011

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Aperian Global Overview

Aperian Global is a global consulting, training, and web tools firm, expert in facilitating talent development and business transformation across borders.

• Serving 260 organizations from industries such as technology, pharmaceuticals, healthcare, banking, finance, accounting, manufacturing, management consulting, education, and petrochemicals

• Working with diverse functions including human resources, leadership, sales and marketing, research and development, manufacturing, supply chain, mergers & acquisitions, legal, etc.

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Practice Areas

Global Talent Development

– Global Leadership

– Global Teams

– Global Diversity & Inclusion

– Global Innovation

– Executive Coaching

Global Business Training

– Working Globally

– Working Effectively with Country X

– Effective Virtual Teaming

Web Tools

• e-Learning modules

• Assessment Tools

• GlobeSmart®

Global Business Transformation

– Global Joint Ventures

– Global Outsourcing/Offshoring

– Global Collaboration

– Global Projects

Global Assignment Services

– Candidate Assessment

– Thriving in County X

– Virtual Country Briefing

– Coaching

– Repatriation

Aperian Global - Global Presence

Aperian Global Service Overview

“The single greatest cause of difficulties in global business transactions is not a lack of technical expertise, hard work or good intentions – it is a lack of ‘people skills’ for relating successfully

across style differences attributed to factors such as national culture, organizational culture, job function, and personality.”

Ernest Gundling, PhD, author of Working GlobeSmart

“The single greatest cause of difficulties in global business transactions is not a lack of technical expertise, hard work or good intentions – it is a lack of ‘people skills’ for relating successfully

across style differences attributed to factors such as national culture, organizational culture, job function, and personality.”

Ernest Gundling, PhD, author of Working GlobeSmart

The Faces of Globalization

Key growth Key growth markets will markets will become more become more global every global every year.year.

Population Trends

Total Population by Region 1950, 1995, 2025, and 2050 (in millions) UN Medium Variant

Going Back to the Future

China has been the world’s largest economy for 18 of the past 20 centuries

From 1500 -1800 India’s economy was second only to China’s

Largest Cities in 1900(in millions)

City, CountryPopulation

1. London, United Kingdom 6.52. New York, United States 4.23. Paris, France 3.34. Berlin, Germany 2.75. Chicago, United States 1.76. Vienna, Austria 1.67. Tokyo, Japan 1.58. St. Petersburg, Russia 1.49. Manchester, United Kingdom 1.410.Philadelphia, United States 1.4

City, CountryPopulation

1. London, United Kingdom 6.52. New York, United States 4.23. Paris, France 3.34. Berlin, Germany 2.75. Chicago, United States 1.76. Vienna, Austria 1.67. Tokyo, Japan 1.58. St. Petersburg, Russia 1.49. Manchester, United Kingdom 1.410.Philadelphia, United States 1.4

Largest Cities in 2015 (predicted - in millions)

City, CountryPopulation

1. Tokyo, Japan28.7

2. Mumbai, India27.4

3. Lagos, Nigeria24.4

4. Shanghai, China23.4

5. Jakarta, Indonesia21.2

6. Sao Paulo, Brazil20.8

7. Karachi, Pakistan20.6

8. Beijing, China19.4

9. Dhaka, Bangladesh19.0

10. Mexico City, Mexico18.8

11. New York, United States17.6

12. Calcutta, India17.6

City, CountryPopulation

1. Tokyo, Japan28.7

2. Mumbai, India27.4

3. Lagos, Nigeria24.4

4. Shanghai, China23.4

5. Jakarta, Indonesia21.2

6. Sao Paulo, Brazil20.8

7. Karachi, Pakistan20.6

8. Beijing, China19.4

9. Dhaka, Bangladesh19.0

10. Mexico City, Mexico18.8

11. New York, United States17.6

12. Calcutta, India17.6

The Next 11

Goldman Sachs predicted the following countries to have the potential to join the world’s largest economies along with the BRICs:

BangladeshEgyptIndonesiaIranMexicoNigeriaPakistanPhilippinesSouth Korea TurkeyVietnam

The Largest Economies

© 2010 Aperian Global

Opening the System

Global Leadership Behaviors: Stages

Seeing Differences

Closing the Gap

Preserving Balance

Establishing Solutions

• Results through Relationships

• Frame-Shifting

• Adapt & Add Value

• Core Values & Flexibility

• Expand Ownership

• Develop Future Leaders

• Influence across Boundaries

• Third Way Solutions

• Cultural Self-Awareness

• Inviting the Unknown

© 2010 Aperian Global

Seeing Differences

1. Cultural Self-Awareness

2. Inviting the Unknown

Able to see one’s own leadership practices as shaped by a particular cultural environment; realizes that there are other viable ways of getting things done elsewhere

Positions self to discover unfamiliar aspects of local cultural and market environment crucial for solving business problems; inquires proactively about history, institutions, points of local pride, existing strengths, and language in a way that builds bonds with counterparts

© 2010 Aperian Global

Closing the Gap

3. Results through Relationships

4. Frame-Shifting

Leads through relationships rather than immediate task focus when necessary; cognizant of dependency on others to get things done in a foreign setting, and able to build ties with a cultural guide when needed

Able to shift communication style, leadership methods, and strategy to fit different contexts; can move skillfully back and forth between different business environments, even when they call for very different approaches

What’s Going on in This Conversation?

Mr. Dupont: We will probably need to keep the production lines open this Saturday.

Ms. Chin: I see.

Mr. Dupont: Can you come on Saturday?

Ms. Chin: Yes, I think so.

Mr. Dupont: It will be of great help.

Ms. Chin: Yes, Saturday is a very special day.

Mr. Dupont: Why is that?

Ms. Chin: It is my son’s birthday.

Mr. Dupont: Oh, I hope you will enjoy yourselves.

Ms. Chin: Thank you for your understanding.

© 2010 Aperian Global

Opening the System

5. Expand Ownership

6. Develop Future Leaders

Engages local stakeholders through a process that causes them to feel a strong sense of ownership and accountability for new products and policies

Identifies and champions high potential individuals, regardless of country of origin, who can provide the future impetus to growth in key global markets

© 2010 Aperian Global

Preserving Balance

7. Adapt & Add Value

8. Core Values & Flexibility

Knows when to adapt to local practices and when to assert a different perspective as a constructive change agent, when to learn and when to teach

Has a clear and firmly held set of core values that reflect both personal and corporate priorities; when core values are not at stake, demonstrates a flexible response to local circumstances in order to achieve goals

© 2010 Aperian Global

Establishing Solutions

9. Influence across Boundaries

Exercises leadership across multiple functions to accomplish objectives; serves as a corporate “ambassador,” or the face of the company; finds solutions when local resources are limited

10. Third Way Solutions

Leads in development of unique solutions by articulating own expectations, drawing out perspectives of important participants not normally included in decision-making, “bridging” different views to create best solution for organization and its customers

© 2010 Aperian Global

Opening the System

Global Leadership Behaviors: Stages

Seeing Differences

Closing the Gap

Preserving Balance

Establishing Solutions

• Results through Relationships

• Frame-Shifting

• Adapt & Add Value

• Core Values & Flexibility

• Expand Ownership

• Develop Future Leaders

• Influence across Boundaries

• Third Way Solutions

• Cultural Self-Awareness

• Inviting the Unknown

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SCOPE Considerations

S - Are you really interested in the history, institutions, and points of local pride in other country locations? If so, in what ways do you demonstrate this interest?

C - Are the relationships that you have with your global counterparts strong enough to have a positive impact on business results?

O - Are you able to guide new ideas or proposal from start to implementation in a way that builds shared pride of authorship on the part of global employees?

P - What are the key personal and corporate values that you are willing to defend at all costs?

E – Do you work succesfully across different functions to accomplish global business tasks?

GlobeSmart is a resource for anyone who…

• Works on a global team

• Is on an international assignment

• Has global job responsibilities

• Works with employees from diverse cultural backgrounds

• Communicates across time zones

• Works on outsourcing projects worldwide

GlobeSmart Features

GlobeSmart Features

GlobeSmart® Cultural Dimensions

Aspects of culture that represent a range of work styles in a multicultural work environment

Aspects of culture that represent a range of work styles in a multicultural work environment

GlobeSmart Features

GAP

GlobeSmart Features

• Select a Focus Area Brings together a list of appropriate topics related to your business

objectivesº i.e. Improving Teamwork, Managing Employees, Traveling & Getting

Around

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Global Talent Development

The landscape of global organizations

is changing at a high speed:

Prioritize the

Development of

your global talents