They don't come from the Great Powers. Here's where to look.
Karl Moore is a professor in the Faculty of Management, McGill University, and an associate fellow at Templeton College, Oxford University. He is or has been a visiting professor at the Rotterdam School of Management, Erasmus University, ENPC in Paris, and the Technical University of Helsinki.
Of the many pressing questions that CEOs of global multinationals face, one remains constant: Where will I find the next generation of global managers? Traditionally, multinationals have recruited most of their top executives from their home countries; this is especially true in the head offices of firms based in major power countries such as the United States, Japan, France, the United Kingdom, and Germany. But this approach is changing: Companies recognize that it produces too narrow a pool of candidates and can have a demotivating impact on foreign high-potential employees who view their careers as limited by their nationality. Why bother striving to become an executive at Toyota if one is a gaijin and not Japanese? As firms evolve from nationally centric to multinational to truly transational new approaches, they must adopt new solutions.
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