HOW THE ABSENCE OF A GLOBAL MIND-SET MADE D&G FAIL

by Romina Faggioni Cubillos

– An important ingredient was missing in D&G’s shameful advertisement: a global mind-set. As Xiao Xue, Elle China magazine chief executive and editor mentioned “The events are a rude awakening for the fashion industry: every brand operating a cross-border business has to sincerely respect the culture and people of other countries. This is a prerequisite for doing business the right way.

Nowadays more and more companies perceive globalization as a driver of success even before considering it a simple lever to reduce costs. This change of paradigm enforces the need of “effective resources” at the center of global mobility processes.

Ongoing Transformation
In 2017 Innosight – one of the most innovative American growth strategy consulting firms – conducted a survey that measured the strategic readiness of major companies listed on the S&P 500 from which emerged that “one hallmark of transformation is that entering new markets requires you to serve new customers and go up against an entirely new set of rivals“. Novelty that is being associated with companies’ growing awareness of what global mobility is really about from the inside of an organization. That is why among the new priorities of HR managers, there are certainly those linked to the identification and engagement of evermore global human resources with behavioral and attitudinal skills that allow them to interrelate without linguistic barriers and without filters or cultural bias.
As a result, we will be in the presence of top talents who, in order to respond to the specificities of the new markets, will have “patchwork” careers made up of short-term contracts or assignments around the world and no longer based on permanent one location models.

The importance of a “Global mind-set”
It is therefore necessary to develop a new mind-set, a global one, able to work as a passepartout when facing new scenarios. For individuals, these changes will impose not only greater physical mobility, made of travels and transfers, but will also require an ever greater dose of cultural adaptability, as well as a more flexible capacity to move between different work environments and diverse cultural codes. This is reflected in BoF’s Dolce & Gabbana: Cultural Stupidity Can Be Costly article, which highlights the need of “more globally-minded leaders with a deeper understanding of the multicultural tapestry that increasingly makes up the markets they serve”.

The support of the “Global Agility Coach”
It is in this scenario that the role of a professional able to help develop cultural agility to promote success in global environments fits into. It is here where the coachee manifests the need to train his global talents and unlock his leadership as well as cross-cultural potential. Global Agility Coaching is addressed in phases, each of which goes to act on specific areas:

  • Exploring the coachee’s attitudes when facing differences to facilitate complementarity.
  • Awareness of the concept of “values” and its impact on the professional sphere.
  • Overcoming stereotypes to transform cultural differences into business assets.

So, one can become “global”, thanks above all to our potential, to how easily we integrate cultural differences in our management and communication styles. Now managers and employees are called to confront themselves in increasingly open scenarios in an increasingly liquid labor market that asks for a whole new mentality.