Build the capabilities to lead across national and international boundaries
As today’s business landscape becomes increasingly global, organisations need leaders who can operate effectively from anywhere in the world. Securing an international advantage requires executives capable of rapidly adapting to an ever-evolving, highly competitive global marketplace, mastering cross-cultural relationships and creating winning strategies that integrate both local and global perspectives.
Leading Across Borders and Cultures is designed to provide a highly practical perspective on one of today’s most pressing business issues: how to lead in a complex, cross-border, multicultural environment.
The programme presents a comprehensive approach to building the capabilities you need to lead across national and international boundaries. An immersive five-day learning experience, it will allow you to explore the skillsets of successful global leaders and discover what it takes to build a cohesive global team, negotiate international deals and lead at scale. You will learn to bridge cultural gaps, transform differences into assets and ultimately create exceptional value for your organisation.
How you benefit
- Learn to lead across global organisations
- Develop the skills to manage virtual teams
- Improve your ability to negotiate and motivate internationally
- Understand cultural influences and develop strategies for working successfully across the world.
Leading Across Borders and Cultures is designed for:
- Executives based at headquarters but who manage international activities
- Managers in charge of international outsourcing activities, international sales, or cross-border mergers and acquisitions
- Business development and sales and marketing experts who negotiate deals and sell products to clients in other countries
- Senior managers currently (or about to be) posted abroad
- Global leaders who manage the collaboration of teams in multiple locations.
This programme qualifies for the INSEAD Certificate in Global Management.
SkillsFuture Study Award
Singaporeans who are officially admitted to INSEAD's Leading Across Borders and Cultures programme can apply for the Skillsfuture Study Award for International Business. The award entitles recipients a monetary grant of S$5,000. For more information, please visit the Skillsfuture website.
Virtual Executive Coaching
In times of chaos and turbulence the pressure to deliver and make the final call can be challenging. It is during these times that crafting space for reflexion, developing self-awareness and exploring biases is key.
INSEAD's new on-demand coaching offers four one-to-one sessions with one of our highly experienced coaches - providing you with the tools and insights to become a better and more reflective leader.
No Rules Rules explores controversial principles at the heart of the Netflix psyche and its culture of reinvention.
Although approaches to authority and decision making are not the only ways in which cultures differ – they are the most important. If international managers confound the two, they will make mistakes. Programme director Erin Meyer explains this and more.
In this article, Programme Director Erin Meyer draws on her work on cross-cultural management to identify five rules of thumb for negotiating with someone whose cultural style of communication differs from yours.
Are you a peach or a coconut? The answer to that question describes your personal interaction style, according to a model developed by programme director Erin Meyer.
The way we are conditioned to see the world in our own culture seems obvious and commonplace. To maximise a multicultural team, managers should identify what is typical in their culture but different from others to open a dialogue of sharing, learning and understanding.
Managers in different parts of the world are conditioned to give feedback in drastically different ways. Understanding why can help you critique more effectively.
Conflict and debate are considered essential to better decision making in some cultures, while in others, it’s downright rude. How do you bridge the cultural divide?
Should you disagree openly or find private channels for feedback? It depends on the cultural backgrounds of your team.