Water, Women, Entrepreneurs, Emerging Markets - Four Key Global Corporate Diplomacy Trends for 2012
Last summer I had the opportunity to lead a session on Corporate Diplomacy for the USC Center on Public Diplomacy’s Summer Institute. It is always a pleasure and humbling experience to engage with global public diplomacy practitioners and this summer’s group was no different. Participants hailed from every corner of the globe and I learned so much from my brief interactions with them. In preparation for my class, I compiled Key Corporate Diplomacy Trends that will lead corporate diplomacy efforts through the end of 2011 and well into 2012. This list is by no means exhaustive as there are dozens of efforts in the corporate diplomacy space within any given sector. The trends I selected reflect activity across sectors and regions and provide ample opportunity for public diplomacy practitioners and corporate diplomats alike to partner and have impact in the months and years to come. The Key Corporate Diplomacy Trends (in equal order of importance):
•Water
•Women
•Entrepreneurs
•Emerging Markets & Economic Development
Several of these, principally Women and Entrepreneurs, I’ve discussed in past blogs and both will continue to grow in prominence in the corporate diplomacy space, principally as areas for development and partnership in emerging and developed economies. I have also underscored the shift from CSR related efforts to an increased focus on economic development efforts by companies. In my next post I will delve deeper into emerging markets with a list of key countries to watch on the corporate diplomacy front. The one new trend that is gaining prominence and which I’ll focus this post on is the issue of water globally.
Water Diplomacy – A Thirsty World
I recently read The Big Thirst by Charles Fishman. For anyone seeking to understand water today this book is an essential. Fishman is best known for his previous work The Wal-Mart Effect which won him critical acclaim for his in-depth review of Wal-Mart’s business practices and impact on economies and our daily lives. The Big Thirst, in similar fashion, goes deep into understanding the origins of our relationship with water and calls for a better understanding, appreciation and respect for this precious natural resource. As Fishman writes, “Many civilizations have been crippled or destroyed by an inability to understand water or manage it. We have a huge advantage over the generations of people who have come before us, because we can understand water and we can use it smartly.” Some key insights Fishman draws out:
For Americans at home, flushing the toilet is the main way we use water, typical American flushes five times per day at home and uses 18.5 gallons; every day Americans flush 5.7 billion gallons of clean drinking water down the toilet.
The largest single consumer of water in the United States, 201 billion gallons each day…hydroelectric plants – coal, gas, and nuclear power plants for cooling and steam.
40 percent of the world’s 6.9 billion people don’t have easy access to water. By 2050 there will be 2.4 billion more people on the planet.
And according to Water.org, a non-profit dedicated to providing safe drinking water and sanitation to people in developing countries, lack of access to clean water is at a crisis point for over 1 billion people. With demand compounding and shrinking supplies, global water is big business. Many economists argue that water is not a public good, rather a rapidly developing commodity and growth market with some predicting it will eventually outpace the oil market. Citigroup is now recommending that investors purchase water companies given current global trends. And as noted in a recent WSJ article, China is investing heavily in water with 251 dam projects in 57 countries. The construction of dams remains a hotly debated and intensely scrutinized issue for the local communities it displaces as well as the potential environment damage that will result. Finding a balance between energy needs and conservation going forward will be key. The issue of water may be one of the most challenging public diplomacy efforts of our time. Governments, companies, NGOs and individuals will have to work together to address the compounding challenges surrounding global water.
Conquerors of the Useless
End of summer for me is always a time of reflection and renewal, taking time out for a mind and body detox from all the clutter and chaos in our daily lives. And yes, drink a ton of water. Just thinking about water now makes me thirsty. Flush the body, clear the mind. My focus on researching global water trends was punctuated recently by a film a family friend shared which left an indelible impression and homes in on many emerging corporate diplomacy themes in addition to water, 180◦ South.
180◦ South tracks one man’s trek to Patagonia re-tracing the journey from 40 years earlier of Yvon Chouinard, founder of Patagonia and his friend Doug Tomkins, founder of North Face . The film’s tagline Conquerors of the Useless, actually threads in pressing issues of our time – depletion of natural resources, urbanization, consumerism, growing energy demands, cultural preservation and economic development.
The film at its core is all about seeking and finding balance. Balance with nature, balance within governments, companies and communities, balance within oneself. Finding balance has historically been incredibly difficult to achieve. To find balance however, one must first seek balance. Today I see too few examples of companies, governments, and individuals actively seeking balance. So much of modern life is lived in extremes and we’re paying the price.
There is a great line which became a running theme of the film where Chouinard, begins to address the concept of balance and progress, “If you approach the edge of a cliff, do you step forward? Or turn 180 degrees and then take a step? And which is considered progress?”
When it comes to water we are at the cliff’s edge. Where we go from there will have consequences for generations to come.
**Reposted from original post on Aug 5, 2011
Saturday, January 7, 2012
Monday, January 2, 2012
Interview w/ The National, Dubai
Mothers lead the way
by Gillian Duncan
Dec 28, 2011
It took her more than two decades working within the company to reach the position of Pepsi-Cola president and chief executive for North America.
But Brenda Barnes, now 56, spent just one year in the role before stepping down.
Ms Barnes, who left to spend more time with her children, returned to the workplace seven years later in 2004 and joined Sara Lee as president and chief operating officer before later moving up to chief executive and chairwoman. She stepped down last year after suffering a stroke.
She may be one of the most high-profile examples of women who opt out at the top, but she is by no means alone.
"Most of them are mothers and they are trying to balance so many things. The workplace isn't exactly very adaptable to supporting their schedules and everything they have to do," says Cari Guittard, an adjunct faculty member of Hult International Business School, which has a campus in Dubai.
But companies could be missing out because women, and particularly mothers, can make good leaders.
Ms Guittard recently spoke at an event in Dubai about women in leadership organised by Stanton Chase, an executive search firm. She says a chief executive admitted to her that in a perfect world he would have women running his companies. "He said mothers in particular are able to deal with crises and chaos very quickly and they are also able to focus and get multiple things done," Ms Guittard recounts.
"He shared with me that women are fantastic multi-taskers and they think in a very circuitous fashion. He said in that sense in a leadership role they are fantastic."
Research by the Thunderbird School of Global Management that Ms Guittard has been involved in suggests women are also strong in three areas linked to successful global careers: intellectual, psychological and social capitals.
"Intellectual is when you study something, go to school or seminars; psychological is what you learn when you work with people cross culturally, it's more of an emotional intelligence area; and social capital is really building up an ability to listen, network and develop customer relationships," she adds.
But other research by Stanford University suggests that women who possess masculine qualities such as aggression received more promotions and had greater long-term success in their careers.
Ms Guittard, who is also senior associate at Global Strategic Partners and an adjunct faculty member at USC Annenberg School for Communication says there is a growing awareness that companies with female board members tend to be more successful. But the realisation is not yet translating into more women board members.
To make the most of their talents, workplaces should showcase women's talents alongside men's.
Governments also have a role to play in increasing women leaders in the workplace and many, including the UAE, are making significant effort in this regard, says Panos Manolopoulos, a vice chairman at Stanton Chase International. "But it is women themselves that will make the difference," he adds, saying women should put themselves at the forefront and allow themselves to shine.
Providing resources which allow women to maintain a work-life balance will also help. Companies in the West like Google and HP have that down to an art, but it seems that organisations in the Emirates have some catching up to do.
"In the UAE what we heard from almost every woman who was a mother, and many of them work for huge multinationals, they felt that there was an expectation that they had to be at the office 12 or 15 hour days," says Ms Guittard.
She says women who recently took part in a pocket MBA course in Dubai organised by Hult reported receiving no recognition for the fact that they are mothers who balance work with family life - despite the fact that some may be more efficient in work because of it.
"I think rewarding efficiency and providing flexibility is huge, but it is something that's not being recognised right now and it's forcing a lot of women to make a choice: do I continue or do I opt out?" she adds.
gduncan@thenational.ae
by Gillian Duncan
Dec 28, 2011
It took her more than two decades working within the company to reach the position of Pepsi-Cola president and chief executive for North America.
But Brenda Barnes, now 56, spent just one year in the role before stepping down.
Ms Barnes, who left to spend more time with her children, returned to the workplace seven years later in 2004 and joined Sara Lee as president and chief operating officer before later moving up to chief executive and chairwoman. She stepped down last year after suffering a stroke.
She may be one of the most high-profile examples of women who opt out at the top, but she is by no means alone.
"Most of them are mothers and they are trying to balance so many things. The workplace isn't exactly very adaptable to supporting their schedules and everything they have to do," says Cari Guittard, an adjunct faculty member of Hult International Business School, which has a campus in Dubai.
But companies could be missing out because women, and particularly mothers, can make good leaders.
Ms Guittard recently spoke at an event in Dubai about women in leadership organised by Stanton Chase, an executive search firm. She says a chief executive admitted to her that in a perfect world he would have women running his companies. "He said mothers in particular are able to deal with crises and chaos very quickly and they are also able to focus and get multiple things done," Ms Guittard recounts.
"He shared with me that women are fantastic multi-taskers and they think in a very circuitous fashion. He said in that sense in a leadership role they are fantastic."
Research by the Thunderbird School of Global Management that Ms Guittard has been involved in suggests women are also strong in three areas linked to successful global careers: intellectual, psychological and social capitals.
"Intellectual is when you study something, go to school or seminars; psychological is what you learn when you work with people cross culturally, it's more of an emotional intelligence area; and social capital is really building up an ability to listen, network and develop customer relationships," she adds.
But other research by Stanford University suggests that women who possess masculine qualities such as aggression received more promotions and had greater long-term success in their careers.
Ms Guittard, who is also senior associate at Global Strategic Partners and an adjunct faculty member at USC Annenberg School for Communication says there is a growing awareness that companies with female board members tend to be more successful. But the realisation is not yet translating into more women board members.
To make the most of their talents, workplaces should showcase women's talents alongside men's.
Governments also have a role to play in increasing women leaders in the workplace and many, including the UAE, are making significant effort in this regard, says Panos Manolopoulos, a vice chairman at Stanton Chase International. "But it is women themselves that will make the difference," he adds, saying women should put themselves at the forefront and allow themselves to shine.
Providing resources which allow women to maintain a work-life balance will also help. Companies in the West like Google and HP have that down to an art, but it seems that organisations in the Emirates have some catching up to do.
"In the UAE what we heard from almost every woman who was a mother, and many of them work for huge multinationals, they felt that there was an expectation that they had to be at the office 12 or 15 hour days," says Ms Guittard.
She says women who recently took part in a pocket MBA course in Dubai organised by Hult reported receiving no recognition for the fact that they are mothers who balance work with family life - despite the fact that some may be more efficient in work because of it.
"I think rewarding efficiency and providing flexibility is huge, but it is something that's not being recognised right now and it's forcing a lot of women to make a choice: do I continue or do I opt out?" she adds.
gduncan@thenational.ae
Thursday, May 19, 2011
Welcome your comments and feedback on my latest blog post for Reuters, An African Spring...
http://blogs.reuters.com/trnewsmaker/2011/05/19/an-african-spring/
Wednesday, January 26, 2011
Recent CPD Blog Post -- The View from Abu Dhabi
I had the great fortune to be in Abu Dhabi two weeks ago leading a group of MBA students from USF as part of their Global Immersions study abroad program. Most of the students are executives pursuing their MBA part-time and this was for many their first visit to the region. At the beginning of our trip, I cautioned them as I do any group of Western executives new to the region about what I call the Three R’s for conducting business in the GCC:
•Respect – Your mindset should be I am a guest in their country, and at all times should be respectful of their customs, traditions, and modes of behavior
•Reaction – Be mindful of how you react to circumstances that are different from those at home; exercise patience and restraint in surfacing negative reactions and responses
•Relationships – The most important lesson to remember when conducting business in the GCC revolves around relationships. Relationships are everything. Exhaustive amounts of time and care should be devoted to fostering and nurturing relationships.
I also spent a good deal of time explaining the rich symbolism we witnessed at every turn even in the most urban settings. I asked the students to be consciously aware of these symbols during our trip as so much of our attention, naturally, was often pulled to the latest innovations and dazzling architectural achievements on display. We spent the first half of the week in Dubai meeting with business leaders from every sector. Dubai for me is as it has always been these past few years, vibrant, optimistic, and progressive. Even in the darkest days of the recession Dubai has exhibited these qualities and now they are back with a vengeance as more and more investment and development pushes ahead. We also had the distinct privilege of being in Dubai when Secretary Clinton was visiting, which always provides a unique window into a country’s and region’s view of US foreign policy and leadership. From all accounts the Secretary was well received, even embraced, by much of the UAE and Pan-Arab press. This in a week where Sudan and Tunisia dominated coverage, and the shootings in Tucson raised concerns about the levels of violence in the US. Geopolitically, we could not have picked a better week to be in Dubai.
Abu Dhabi, though, had the most lasting imprint on our delegation. In its quiet, elegant, thoughtful way it left an indelible impression even on those of us who had been before. Abu Dhabi is a unique case study in corporate and public diplomacy and one of myriad contradictions. The quote I captured from a display at Emirates Palace from His Highness Sheikh Zayed, former President of the UAE, sums up Abu Dhabi perfectly: “A country is not measured by the size of its area on a map. A country is truly measured by its heritage and culture.” The emphasis on and investment in heritage and culture was everywhere throughout the city juxtaposed to advertisements for the World Future Energy Summit this past week, and FerrariWorld. Abu Dhabi has historically been known primarily as an international financial powerhouse and source of immense oil and natural gas reserves. These elements of Abu Dhabi have only multiplied and matured over the years and those investment firms which were also historically very private and closed off from the world are now seeking to engage with the world.
One example of this shift to greater transparency and a distinctly corporate diplomacy point of view was our meeting with leadership at the Abu Dhabi Investment Authority (ADIA). ADIA was incredibly candid and open about their various investment approaches and what struck me was their focus on and commitment to building understanding with the broader international community. This from a firm who only recently added a website presence and began issuing press releases on their efforts. They see their move towards openness and engagement as something others will likely emulate in years to come.
Perhaps the most indelible impressions however came from our host the Abu Dhabi Tourism Authority (ADTA). Dear friends at ADTA planned most of our day and personally guided our visits in Abu Dhabi answering questions, sharing insights, and helping us understand the broader approach Abu Dhabi was taking towards its own development. ADTA’s hospitality was, in short, extraordinary. I am always inspired and humbled by Arab hospitality in general, and this was above and beyond any of our expectations. When we toured the Emirates Palace we were struck by the Saadiyat Island exhibition on planned cultural development. The emphasis on the arts and cultural projects coupled with unique living environments geared towards families was awe-inspiring and world-class. Unlike The Palm developments in Dubai which cater to the very wealthy and extensions of the hospitality sector, Abu Dhabi is focusing more on the families who live and work there. Throughout our day the presence of H.H. Sheikh Zayed was palpable. Whether through the many portraits displayed along the corniche or in his quotes placed strategically throughout the city, you could feel his presence guiding us. If you visit His Highness’ website you will feel some of what we felt on the ground.
We ended our day at the Grand Mosque with a private tour, guided by an Islamic scholar who exerted tremendous patience, answering every question we had over the course of more than two hours. It was fitting, after beginning the day with a business focus, to end the day in reflection. I reminded the students of the meaning of the term January. It derives from the Latin term Janus, the two-headed Roman god who could at once see both the past and the future. Here in Abu Dhabi, where we could vividly see the past and future, we left eager to return.
Link to Full Post: http://uscpublicdiplomacy.org/index.php/newswire/cpdblog_detail/corporate_diplomacy_perspectives_--_the_view_from_abu_dhabi/
•Respect – Your mindset should be I am a guest in their country, and at all times should be respectful of their customs, traditions, and modes of behavior
•Reaction – Be mindful of how you react to circumstances that are different from those at home; exercise patience and restraint in surfacing negative reactions and responses
•Relationships – The most important lesson to remember when conducting business in the GCC revolves around relationships. Relationships are everything. Exhaustive amounts of time and care should be devoted to fostering and nurturing relationships.
I also spent a good deal of time explaining the rich symbolism we witnessed at every turn even in the most urban settings. I asked the students to be consciously aware of these symbols during our trip as so much of our attention, naturally, was often pulled to the latest innovations and dazzling architectural achievements on display. We spent the first half of the week in Dubai meeting with business leaders from every sector. Dubai for me is as it has always been these past few years, vibrant, optimistic, and progressive. Even in the darkest days of the recession Dubai has exhibited these qualities and now they are back with a vengeance as more and more investment and development pushes ahead. We also had the distinct privilege of being in Dubai when Secretary Clinton was visiting, which always provides a unique window into a country’s and region’s view of US foreign policy and leadership. From all accounts the Secretary was well received, even embraced, by much of the UAE and Pan-Arab press. This in a week where Sudan and Tunisia dominated coverage, and the shootings in Tucson raised concerns about the levels of violence in the US. Geopolitically, we could not have picked a better week to be in Dubai.
Abu Dhabi, though, had the most lasting imprint on our delegation. In its quiet, elegant, thoughtful way it left an indelible impression even on those of us who had been before. Abu Dhabi is a unique case study in corporate and public diplomacy and one of myriad contradictions. The quote I captured from a display at Emirates Palace from His Highness Sheikh Zayed, former President of the UAE, sums up Abu Dhabi perfectly: “A country is not measured by the size of its area on a map. A country is truly measured by its heritage and culture.” The emphasis on and investment in heritage and culture was everywhere throughout the city juxtaposed to advertisements for the World Future Energy Summit this past week, and FerrariWorld. Abu Dhabi has historically been known primarily as an international financial powerhouse and source of immense oil and natural gas reserves. These elements of Abu Dhabi have only multiplied and matured over the years and those investment firms which were also historically very private and closed off from the world are now seeking to engage with the world.
One example of this shift to greater transparency and a distinctly corporate diplomacy point of view was our meeting with leadership at the Abu Dhabi Investment Authority (ADIA). ADIA was incredibly candid and open about their various investment approaches and what struck me was their focus on and commitment to building understanding with the broader international community. This from a firm who only recently added a website presence and began issuing press releases on their efforts. They see their move towards openness and engagement as something others will likely emulate in years to come.
Perhaps the most indelible impressions however came from our host the Abu Dhabi Tourism Authority (ADTA). Dear friends at ADTA planned most of our day and personally guided our visits in Abu Dhabi answering questions, sharing insights, and helping us understand the broader approach Abu Dhabi was taking towards its own development. ADTA’s hospitality was, in short, extraordinary. I am always inspired and humbled by Arab hospitality in general, and this was above and beyond any of our expectations. When we toured the Emirates Palace we were struck by the Saadiyat Island exhibition on planned cultural development. The emphasis on the arts and cultural projects coupled with unique living environments geared towards families was awe-inspiring and world-class. Unlike The Palm developments in Dubai which cater to the very wealthy and extensions of the hospitality sector, Abu Dhabi is focusing more on the families who live and work there. Throughout our day the presence of H.H. Sheikh Zayed was palpable. Whether through the many portraits displayed along the corniche or in his quotes placed strategically throughout the city, you could feel his presence guiding us. If you visit His Highness’ website you will feel some of what we felt on the ground.
We ended our day at the Grand Mosque with a private tour, guided by an Islamic scholar who exerted tremendous patience, answering every question we had over the course of more than two hours. It was fitting, after beginning the day with a business focus, to end the day in reflection. I reminded the students of the meaning of the term January. It derives from the Latin term Janus, the two-headed Roman god who could at once see both the past and the future. Here in Abu Dhabi, where we could vividly see the past and future, we left eager to return.
Link to Full Post: http://uscpublicdiplomacy.org/index.php/newswire/cpdblog_detail/corporate_diplomacy_perspectives_--_the_view_from_abu_dhabi/
Sunday, August 1, 2010
Corporate Diplomacy Summer Reading List
BOOKS
-- The Next 100 Years, By George Friedman
-- The End of the Free Market, By Ian Bremmer
-- You've Only Got Three Seconds, By Camille Lavington
-- One Nation Under Contract: The Outsourcing of American Power and the Future of Foreign Policy, By Allison Stanger
-- Working with Americans, By Lanie Denslow & Allyson Stewart-Allen
WEBSITES
-- www.WatchingAmerica.com Free daily translations of global US coverage
-- www.drudgereport.com The One & Only Drudge
-- http://uscpublicdiplomacy.org/ USC Center on Public Diplomacy
-- www.WorldCitizensGuide.org World Citizens Guides
-- www.Businessfordiplomaticaction.org Business for Diplomatic Action
-- www.traveltalkmedia.com/businesstravelradio.shtml Business Travel Radio
-- http://www.formsofaddress.info/faq.html Robert Hickey's Etiquette and Protocol Site
MAGAZINES: Harvard Business Review, The Week, Foreign Policy, Foreign Affairs
MUST HAVE DESK REFERENCES
-- Kiss, Bow, and Shake Hands: The Bestselling Guide to Doing Business in More Than 60 Countries, By Terri Morrison & Wayne Conaway
-- Honor & Respect: Titles & Forms of Address, By Robert Hickey
-- Routledge Handbook of Public Diplomacy, Edited By Nancy Snow
-- The Next 100 Years, By George Friedman
-- The End of the Free Market, By Ian Bremmer
-- You've Only Got Three Seconds, By Camille Lavington
-- One Nation Under Contract: The Outsourcing of American Power and the Future of Foreign Policy, By Allison Stanger
-- Working with Americans, By Lanie Denslow & Allyson Stewart-Allen
WEBSITES
-- www.WatchingAmerica.com Free daily translations of global US coverage
-- www.drudgereport.com The One & Only Drudge
-- http://uscpublicdiplomacy.org/ USC Center on Public Diplomacy
-- www.WorldCitizensGuide.org World Citizens Guides
-- www.Businessfordiplomaticaction.org Business for Diplomatic Action
-- www.traveltalkmedia.com/businesstravelradio.shtml Business Travel Radio
-- http://www.formsofaddress.info/faq.html Robert Hickey's Etiquette and Protocol Site
MAGAZINES: Harvard Business Review, The Week, Foreign Policy, Foreign Affairs
MUST HAVE DESK REFERENCES
-- Kiss, Bow, and Shake Hands: The Bestselling Guide to Doing Business in More Than 60 Countries, By Terri Morrison & Wayne Conaway
-- Honor & Respect: Titles & Forms of Address, By Robert Hickey
-- Routledge Handbook of Public Diplomacy, Edited By Nancy Snow
Thursday, July 29, 2010
> Would welcome any comments and feedback on my most recent blog post, http://uscpublicdiplomacy.org/index.php/newswire/cpdblog_detail/what_mpds_and_mbas_c
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