Strategic and Systems Thinking & Global Talent Management Strategies

  1. Strategic thinking involves SYSTEM THINKING, reframing (e.g., positive thinking), and reflection (e.g., evaluating one’s reasoning). Strategic thinking is best enabled in unforceful leadership communities and has positive effects on information seeking behavior (Pisapia, J., 2006)
  2. A system thinker (as compared to a linear thinker) is able to improve the performance of a whole by not only improving its parts but by enhancing the RELATIONSHIPS AMONG THE KEY PARTS systemwide.
  3. Often, solution approaches are rather reactive and focus on addressing symptoms rather than the underlying problems. CHANGES COMES AT THE LEVEL OF CULTURE, mindset, by regenerating MENTAL MODELS based on (self-) awareness.
  4. Be aware of the heuristics (“rules of thumbs”) in DECISION-MAKING STRATEGIES. For important decision, mental shortcuts may rely too heavily on limited (personally available) and representative (personal image) information.
  5. Although GLOBAL MOBILITY SURVEYS (BGRS, 2016) report the strategic importance of global mobility function for the competitive advantages of large organization, only 10% of the respondents answered that their company’s global mobility strategy is aligned with the broader talent agenda.
  6. Immersion into international assignments/expatriation may foster more deep LEARNING ABOUT THE ‘HOW’ AND ‘WHY’ of how foreign cultures on the otherwise invisible level work. This can be beneficial for individual career capital and talent retention.
  7. Different career trajectories (e.g., dual careers) require a more strategic ALIGNMENT OF LIFETIME STAGES AND CAREER STAGES that are integrated into the organization’s strategic direction.
  8. Cultural tightness (independent of nationality, culture, and legislation for gender equality), in some organizations in some countries, hinders ADVOCATING WOMEN LEADERSHIP (Toh, Leonardelli, 2013)
  9. REVERSE/BACKWARD MENTORING can help to bring together the younger generations’ digital talent and the older colleagues rich experience, while providing both a possibility to engage and develop (Claire, 2011).
  10. More PROFESSIONAL FREEDOM, MEANINGFUL WORK, and WORK-LIFE BALANCE tend to constitute job characteristics increasingly crucial as a high-level tendency across different cultures. The question remains how far these can be achieved in environments of fierce competition and profit requirements.
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About mathias sager

PSYCHOLOGIST and Independent Researcher I'm born in Zurich and grew up in Switzerland. For many years I lived in Tokyo, and also in Pune/India. I'm passionate about developing human potential, which is an overarching theme throughout all my work that is based on research and supported by intuition and art. Through teaching, counseling, and leading indivuals and teams around the world my goal is to inspire with interdisciplinary, innovative, and cross-cultural approaches to personal and professional development for individual well-being and the common good alike. Happy if you reach me on www.mathias-sager.com, connect on social media, or email directly to goodthings@mathias-sager.com. Developing human potential is my passion! - Independent Awareness Intelligence Research (mathias sager - Psychology, global) - MSc in Psychology (University of Liverpool) - Postgraduate in Conflict Management, Leadership and Crisis Communication (University of Applied Sciences Winterthur, Switzerland) - Executive Master in Business Administration (EMBA, iimt Fribourg, Switzerland) - Bachelor in Education Sciences (Switzerland)