Content about Neal Goodman

February 20, 2012
Best Practices: T&D for Global JVs and M&As

Between 50 and 70 percent of international joint ventures (IJVs) fail, yet the number of IJVs, mergers, and acquisitions continues to increase. It is estimated that companies are making a combined investment of upward of $500 billion a year in these high-risk/high-reward ventures. What must not be overlooked is the role Training and Development can play in increasing the likelihood that these ventures will be more rewarding and less risky.

By Neal Goodman, Ph.D.

Between 50 and 70 percent of international joint ventures (IJVs) fail, yet the number of IJVs, mergers, and acquisitions continues to increase. It is estimated that companies are making a combined investment of upward of $500 billion a year in these high-risk/high-reward ventures. What must not be overlooked is the role Training and Development can play in increasing the likelihood that these ventures will be more rewarding and less risky. Here is one current example:

November 23, 2011
Best Practices: Diversity Dimensions

Global diversity rollouts can—and should—be implemented successfully, but too frequently problems arise because the company’s original diversity initiatives, based purely on an American perspective, are merely expanded geographically without regard for cultural approaches to diversity.

By Neal Goodman, Ph.D., President, Global Dynamics, Inc.

October 7, 2011
Best Practices: After You Train, Retain

Companies increasingly are moving toward the implementation of robust knowledge management systems to collect and share existing information. The truly effective systems improve an organization’s ability to take full advantage of the knowledge and experiences of its employees and make it easily accessible to the entire organization at any time.

By Neal Goodman, Ph.D., President, Global Dynamics, Inc.

All too often, companies invest in the professional development of their workforce only to lose that investment after employees leave (or when they simply forget what they learned). According to Ernst & Young, 44 percent of employees are “poor or very poor” at transferring knowledge.

July 25, 2011
Best Practices: Talent Development in a Global Economy

Training departments face the dual challenge of providing talent development and reward and recognition in a culturally appropriate manner, and developing employees to lead and work in a multicultural, global economy.

By Neal Goodman, Ph.D.

Training departments face the dual challenge of providing talent development and reward and recognition in a culturally appropriate manner, and developing employees to lead and work in a multicultural, global economy.

Cultural Assumptions

June 6, 2011
Best Practices: What Not to Do When Developing Global Leaders

Organizations today struggle to identify both current and future global leaders. Equally significant, they are failing to help these global leaders to acquire and leverage the competencies necessary to succeed in the face of greater globalization. Failure to develop global leadership is easier—and more common—than you might think. Here is how many companies do it.

By Neal Goodman, Ph.D.

Organizations today struggle to identify both current and future global leaders. Equally significant, they are failing to help these global leaders to acquire and leverage the competencies necessary to succeed in the face of greater globalization. Failure to develop global leadership is easier—and more common—than you might think. This is how many companies do it:

March 24, 2011
Best Practices: Cultivating Cultural Intelligence

The better a training department can capture, retain, and disseminate its acquired cultural intelligence throughout the organization, the greater the strategic value it will bring.

By Neal Goodman, Ph.D.

If you open to the business section of any newspaper, you’ll see that regardless of where a company is headquartered, it likely is struggling with the development and movement of talent to deal with the global, culturally diverse workplace and marketplace.