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Claiming "globalization" but acting "Americanization". |
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Lacking a clear global vision or strategy. |
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Operating out of alignment with your organization's core value and vision. |
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Putting more emphasis on saving your current business but not enough effort on creating new business during troubling times. |
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Increasing gap between your strategic plan and actual business results. |
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Having performance issues with the foreign company you acquired. |
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Having performance issues with leaders in your overseas operation(s). |
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Increasing underlying internal resentment towards outsourcing. |
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Lacking readiness to move from using foreign cheap labors to fully competing globally. |
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Lacking a multinational and multicultural understanding that directly impacts productivity. |
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Valuing and rewarding measures to perfect the existing business practices more than finding new ones. |
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Employees not owning the vision and mission statements on the wall |
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Perceived or real fears preventing truth telling in the workplace which stifles productivity. |
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Resisting change at any level. |
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Perpetuating conflict-avoidance at all levels of the organization. |
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Tinkering at the organization structure and shuffling senior management have not created the desired business results. |
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Having trouble integrating different business practices as a result of merger or acquisition.
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Most mergers are actually acquisitions with an uneven power distribution that causes workforce morale problems. |
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Recognizing the need to innovate for business success, but being reluctant to challenge status quo or experiment for fear of making costly mistakes. |
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Being quick to action, without sufficient reflection, awareness and support. |
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Emphasizing activity without accountability. |
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Having trouble attracting, developing and retaining diverse talents, especially people of color and women. |
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Hiring minority leaders from the outside has not helped creating the career pipeline for potential minority leaders inside the organization. |
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Confusing diversity work with affirmative action. |
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Putting more emphasis on helping minority high-potential employees to work the system, rather than adjusting the system to incorporate these employees' diverse talents. |
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Training, especially on diversity, has not led to culture change within the organization. |
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Not recognizing diversity work as part of your integral business plan. When business is slow, diversity work gets cut. |
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Black men becoming endangered species in your organization. |
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Failing to capitalize on foreign employees' contributions. |
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Talking in "teams" and working in "silos." |
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Claiming to value team effort, but only rewarding the individual performance. |
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Team performance suffers due to a lack of interdependency, trust, and mutual accountability. |
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Having a need for more strategic leaders to help build your business future. |
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Having trouble identifying next generations of leaders. |
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Managers being too busy fixing the current business problems to think about the future. |
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Diminishing training budget leaves leadership to emerge by chance. |
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Having more managers than leaders. |
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