The Glocal Project: Redefining Global Leadership - From Asia, For Asia and the World

The GLOCAL Project

Redefining Global Leadership - From Asia, For Asia and the World

Vijayan Munusamy
Head of Research
vijayanmunusamy@hcli.org

Overview

The GLOCAL Project (Globalising and Localising Of Corporate Asian Leadership) is our inaugural initiative to redefine global leadership together with leading organisations operating in Asia.

This project is part of HCLI 's Thought Leadership Research Consortium (TLRC) a platform where HCLI and partner companies work closely together to address a critical human capital leadership challenge through applied research, appreciative inquiry and peer-to-peer interactions.

Research Impact

Many studies have sought to answer the question on the lack of Asian representation at senior international levels through the lens of 'deficit'. For example, Asian leaders are not good enough. Our point of view, validated by progressive multinationals, questions the global leadership model itself. We are, therefore investigating:

  • Whether global leadership models used by organisations are global enough.
  • How can organisations in Asia leverage Asian strengths for global leadership?

Redefining global leadership has numerous implications for human capital practices - from recruitment to development to succession.

Research Objectives

With this project, we hope to reframe and redefine the paradigm of global leadership to:

  • Support the increased representation of Asian leaders in global leadership teams; and 
  • Introduce Asian leadership attributes into a global leadership framework.
About the Consortium

The HCLI Thought Leadership Research Consortium (TLRC) is a new collaborative initiative where HCLI and partner companies work closely together to address a critical human capital leadership challenge through applied research, appreciative inquiry and peer-to-peer interactions.

Organisations engage actively throughout the research process, co-creating the core research question, shaping the research direction, and establishing the required outputs. This approach provides the opportunity for consortium partners to give a concrete form to their thought leadership and offers individuals in Learning & Development, Human Resource and Human Capital functions the ability to feed and enrich their development practices.

The consortium works in partnership to develop practical and actionable insights for the challenges at hand; for the individual organisation, these insights may be used in many and varied ways - such as rethinking existing talent management practices and refreshing the thinking around leadership transitions. A typical consortium will involve 4-6 participating companies in a mutually supportive, collegiate and friendly environment where innovation can thrive.

Global leadership frameworks used by multinationals are skewed to HQ's cultural expectations such that the competitive advantage afforded by a richer diversity of human capital cannot be fully realised.

Human Capital Leadership Institute

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