The current issue and full text archive of this journal is available at

www.emeraldinsight.com/2045-4457.htm

CEO PERSPECTIVE Global mindset,

global success
Global mindset, global success
at Tata Consultancy Services
Richard March 27
The George Washington University, Washington DC, USA
Received 13 May 2012
Revised 3 June 2012
Abstract 7 June 2012
Purpose – The purpose of this paper is to exemplify how Mr Surya Kant, President of North 26 June 2012
American, UK and European Operations in Tata Consultancy Services (TCS), leads and grows a Accepted 27 June 2012
complex global company by adopting and operationalizing a global mindset.
Design/methodology/approach – This paper applies a social constructionist interview method,
which focuses upon the reflectivity of the research in critically constructing meaning from qualitative
data collected through personal interviews. The paper links information gleaned from a semi-
structured interview with Mr Kant to a theoretical discussion of the construct of global mindset. In so
doing, it demonstrates the paradox of complexity in global leadership and illustrates the applicability
of theory in global leadership practice.
Findings – This paper aids in making the case for the application of an inductive qualitative
methodology by showing that inductive approaches to business research have, as their base, the lived
experiences of people operating in a business context. The paper found a close link among the
theoretical constructs of global mindset, paradox theory, complexity, leadership and global business,
and their use and applicability in driving a global corporation.
Originality/value – In making explicit the links between theory and practice, this paper illuminates the
practical application of academic literature and theoretical constructs in the arena of global business and
global leadership, thereby bridging the oft-cited theoretician-practitioner-bifurcation in business research.
Keywords Global mindset, Paradox, Complexity, Leadership, International business
Paper type Conceptual paper

It is important for us to recognize that the one-size-fits-all solution does not build success on
a global stage. (Surya Kant, President, Tata Consultancy Services)
Comprehending global mindset: global mindset for comprehension
Given the daunting number of definitions of “global mindset” and the array of perspectives
organizational scholars have adopted in discussing and examining the construct, a brief
review of the prominent definitions seems at this juncture necessary and instructive. Levy
et al. (2007, pp. 234-7) identify in a literature review 27 definitions for the construct “global
mindset” and categorize the definitions into three overarching perspectives: “cultural
perspective, strategic perspective, and multidimensional perspective,” in accordance with
the conceptual focus of the definition. While each of these categories and the definitions
therein provides a conceptual lens through which to comprehend a component of global
mindset, perhaps the multidimensional perspective provides the most comprehensive
integration of cultural and strategic dimensions inherent within the construct.
Specifically, two conceptual definitions emerge as particularly pertinent to
capturing the ethos of a global mindset. The first, originally proposed by Kedia and
Mukherji (1999) and focussing on the individual, microcosmic level of analysis, is South Asian Journal of Global
Business Research
Vol. 2 No. 1, 2013
The author wishes to thank Dr Shaista Khilji and Candice Matthews of The George Washington pp. 27-32
r Emerald Group Publishing Limited
University for preparing the interview questions, Dr Shaista Khilji for conducting the interview 2045-4457
and Dr Vijay Krishna for assistance in coordinating the interview. DOI 10.1108/20454451311303266
SAJGBR synthesized by Levy et al. (2007, p. 237) as characterizing global mindset as “openness,
2,1 an ability to recognize complex interconnections, a unique time and space perspective,
emotional connection, capacity for managing uncertainty, ability to balance tensions, and
savvy.” The second, focussing on the organization as the macrocosmic level
of analysis, was originally proposed by Paul (2000) and is synthesized by Levy et al.
(2007, p. 237) in terms of a global corporate mindset, which “is the extent to which
28 management encourages and values cultural diversity, while simultaneously maintaining
a certain degree of strategic cohesion.” Despite Levy et al.’s (2007) characterization of the
aforementioned conceptualizations of global mindset as belonging to the
multidimensional perspective, the level of analysis adopted by the respective authors
limits the scope of the definition such that neither is completely comprehensive in its
analysis of global mindset ( Javidan and Teagarden, 2011). Nevertheless, a synthesis of
individual- and organizational-level perspectives provides a more comprehensive
framework for understanding global mindset and its importance in enabling employees
in a global company to comprehend peoples, cultures, and local traditions while
maintaining focus on strategic business objectives ( Javidan and Teagarden, 2011). Within
the nexus formed through a synthesis of individual- and organizational-level perspectives
of global mindset, emerges a unique paradox captured only by simultaneous examination
of micro- and macro-level perspectives: the paradox of integrating diversity across global
time, space, and cultural continua[1]. Whereas the definition provided by Kedia and
Mukherji (1999) brings into focus issues such as personal connection among people from
different cultures, openness, and the ability of each individual to manage uncertainty and
balance tensions when interacting in a cross-cultural context, Paul (2000) adopts a more
strategic focus which effectively links cultural diversity with a seemingly antithetical
construct, strategic cohesion. This focus on strategy in global business development
forges a strong link between diverse cultures and an overt emphasis strategic business
development, which serves to unite diverse components of the enterprise toward a
common goal. Examined collectively, the various definitions of global mindset reviewed
here point to the multidimensionality of the construct, the various strands of a global
mindset requiring integration, and the paradoxical nature of integrating diverse human,
organizational, technical, strategic, and cultural components within and across local and
global levels of the enterprise. The adoption of a global mindset provides the global
business leader with a framework for managing the paradoxes of global enterprises.

Managing the global mindset paradox: the key to success in global contexts
Perhaps Gupta and Govindarajan (2002) best capture the paradox of global mindset by
considering the notions of differentiation and integration. Differentiation refers, in the
context of global mindsets, to the diversity inherent in global enterprises, while
integration refers to the capacity on the part of management to bring disparate elements
from around the globe into a cohesive whole. Indeed, the notion of integration harkens to
the words of Mr Kant, who likens his role as President of North America, UK and
European operations of TCS to that of an orchestra conductor who ensures that the
symphony create harmonious music. The paradox of a global mindset thus resides in the
synthesis of two antithetical requirements, differentiation and integration. The successful
global manager operationalizes a global mindset to navigate this paradox by capitalizing
on the diverse strengths of employees around the globe, while simultaneously providing a
vision, a type of strategic cohesion, around which employees focus their energies.
Mr Kant notes the importance of integration within a global mindset framework in
his work as President of TCS, framing the significance in terms of “the values that TCS
promotes as a global company.” Mr Kant explicates, “TCS promotes values of integrity, Global mindset,
leading change, respect for the individual, excellence, learning and sharing.” Making global success
explicit the link between individual- and organizational levels within a global mindset
framework by describing the impact of corporate values on shaping the actions
of individuals in the company, Mr Kant asserts, “every TCS employee is committed
to professionalism, honesty, and particular standards. So as a global company, we are
respectful of the culture that we see, the customs that we see, and the traditions of the 29
countries that we operate in.” Indeed, the notion of cultural sensitivity to which
Mr Kant alludes underpins the ethos of a global mindset. Echoing Mr Kant are
Gupta and Govindarajan (2007, p. 117), who observe, “a global mindset [is] one that
combines an openness to and awareness of diversity across cultures and markets
with a propensity and ability to synthesize across this diversity.” Conceptualized in
operational terms, a global company may be conceived of as one that respects and
capitalizes on diversity in the marketplace by tailoring products to meet the specific
needs of clients across the globe, by nurturing close relationships with clients
throughout the world, and by adapting to local customs and traditions as a way of
conducting business. This element of a global mindset may be conceptualized in terms
of the “diversity component.” Counterbalancing the diversity component of the global
mindset, however, are the core business principles guiding the work of all employees
which serve to synthesize across vast cultural diversities inherent in global firms and
to provide a framework for conducting business around the world.
Mr Kant recognizes the importance of operationalizing a global mindset on multiple
organizational levels, including the individual or micro-level characterized by employee
interaction with clients around the globe, and, at the macro-level, represented through
overarching corporate standards and business values. Asked whether he perceives
a tension between adapting to local norms and maintaining a focus on TCS business
values, Mr Kant replied, “I don’t really see a tension; I would say that we are constantly
learning as we move to the newer countries. The business values do not change; it is more
the way people work and the interpretation they have – they may have a certain emphasis
on certain things, so those are the types of things you really need to train your people on
to be sure they are addressed.” The interactions among individuals, according to Mr Kant,
are the most likely to change and vary as a function of location and local culture, whereas
the overarching business principles serve as a guiding framework for execution of
business around the globe. This view is consistent with the requirements Smith et al.
(2010) outline for successful management of complex business models and paradoxes.
Specifically, the authors note, “managing complex business models effectively depends on
leadership that can make dynamic decisions, build commitment to both overarching
visions and agenda specific goals, learn actively at multiple levels, and engage conflict”
(Smith et al., 2010, p. 448). Mr Kant’s leadership embodies these principles, in that he
espouses a strong strategic vision for TCS, builds commitment to the mission and
clients within his employees, and actively promotes learning in the organizations as TCS
continues to expand its enterprise around the globe.

Applying a global mindset at TCS: an antecedent to global success

Mr Kant observes the seminal role of education in operationalizing a global mindset
across all organizational levels at TCS as a means of managing the paradox and
complexity and merging cultural pluralism with clearly defined strategic business
objectives and processes. Accordingly, Mr Kant emphasizes that at TCS, “we make sure
that we train our managers on how to conduct business in a global environment, to
SAJGBR understand other ways of doing things and ways of interacting with people – that’s
2,1 important.” Educating managers at TCS on global business practices and effective
operationalization of a global mindset has the advantage of diffusing throughout the
organization. Specifically, once managers have adopted a global mindset, they, in
turn, infuse employees with the corporate values they have appropriated, global mindset
becomes corporate culture. Gupta and Govindarajan (2002, p. 117) make explicit the
30 association between individual and collective mindsets, noting the influential reciprocity
between both levels: “Each individual has a mindset which continuously shapes and is
shaped by the mindsets of others in the collectivity. How this shaping and reshaping of
mindsets occurs depends crucially on who has how much power and who interacts with
whom, in what context, for what purpose, and so forth. Hence, [y] how decision making
power and influence are distributed within the organization play a decisive role in the
shaping of the collective mindset.” Noteworthy is the observation that organizational
mindsets can undergo change as a consequence of experiential learning, of new
experiences, and of a change in the composition of organizational members (Gupta and
Govindarajan, 2002, p. 117). Consequently, such shifts in the mindset of organizational
members may result from exposure to diversity on a global scale.
Expansion of business around the globe, therefore, has the potential to bring about
shifts in individual and collective mindsets by presenting employees with new
experiences, new challenges, and new personal interactions with clients; indeed, global
expansion requires employees and leaders in businesses to shift their mindsets, to
cognitively transcend myopic cultural relativism, and to embrace cultural pluralism.
Hence, Mr Kant’s emphasis on the “customer-centric focus” at TCS appropriately captures
the core of a global mindset – understanding and adapting to customers from around the
world. By focussing on the customer, enterprises maintain a strategic advantage in
the global marketplace by adapting to the customer’s needs and local culture, and by
maintaining emphasis on total customer satisfaction. Customer centricity, a global
mindset, and continuous learning have allowed TCS to successfully grow from a company
of 200 employees in the late 1970s to a global enterprise of more than 238,500 employees.
Mr Kant succinctly summarizes the core elements present in TCS that have enabled this
remarkable growth: “Throughout the growth of TCS, the basic philosophy of business –
leading change, integrity, respectfulness, excellence, learning and sharing – remain solid
to the way we work, and they have helped us. The newer IT technologies have created
a lot of learning that is encouraged in the company; learning is life-long for us as
consultants. The number of countries we work in, the number of technologies we work in,
and the complexity of the work we are doing now has changed enormously.” Accordingly,
while the operating environment has changed throughout the decades since the 1970s, and
advancements in technologies have required a culture of continuous learning, the core
business philosophy at TCS has remained unchanged and has stood as a cornerstone that
has allowed exponential global growth. Throughout this global growth, this business
philosophy – one of global mindset – has allowed TCS to successfully manage the
paradox of increasing diversity of human resources and technologies and the need for
integration across the enterprise to achieve strategic objectives.

Social responsibility and global mindset: working to better the world

In a business world characterized by expansion of ever-increasing numbers of
enterprises into the global marketplace, corporate social responsibility has assumed a
prominent position in the minds of business executives and local populations of
countries in which global businesses maintain operations. Adopting a global mindset
implies attending to the social needs of the local populations in the countries in which an Global mindset,
enterprise operates. Leung et al. (2005) discuss recent critiques of globalization and distill global success
two overarching themes around which the critiques center: the uneven distribution of
wealth around the globe and the perpetuation of a universal global culture, grounded in
the norms of the Occident. Social responsibility and global mindset operate in tandem,
and serve as a means of circumscribing the aforementioned critiques of globalization by
opening cognitive space in the minds of organizational leaders to conceptualize creative 31
approaches for the equitable redistribution of wealth, the financial assistance of
impoverished communities around the globe with environmental, health and educational
initiatives, and the creation of an awareness within western businesses of cultural
diversity and the need for respect of social and cultural pluralism around the globe.
Within the context of TCS, for example, Mr Kant discusses a number of
environmental and educational initiatives based on the premise that global companies
must actively engage in making the world a better place. States Mr Kant, “We support
environment and community on an international, national, regional and local
level. Beyond our commitment to reducing our own environmental footprint, we have
deployed actual technology and sustainability programs to address many of society’s
critical challenges and computer-based functional literacy programs.” Social
responsibility for TCS as a global company, therefore, implies giving back to the
global community at all levels of operation from international to local.
Conclusion: leading with a global mindset
Asked how he views his leadership style and how it has contributed to his personal
success and the success of TCS, Mr Kant described himself as the “conductor of an
orchestra.” He continues, “While my people are the people who really play the music, I just
have to align it; I have to make sure that we have a symphony. So I am very, very grateful
to the people who work with me.” Mr Kant leads by example with a global mindset and
identifies the core components of his approach to leadership as consisting of growing
people, offering opportunities for development, assuring proper induction into TCS after
hiring, training, and sustaining interest in the work for all employees by providing work
that is fulfilling. Mr Kant concludes, “If you have happy people in your company, they will
create good quality work.” Success, according to Mr Kant, is contingent on ensuring that
employees are happy and satisfied, so that they, in turn, ensure that clients are pleased
with the work. Maintaining a global mindset as a leader and employee of a global
enterprise ensures, as Mr Kant points out, that “we are sensitive to and respectful of the
culture, and the customs and traditions of the countries and regions in which we operate
across the globe.” Keeping a global mindset in a top leadership position entails
understanding culture, human relations, human motivations, the client’s needs, the context
and the business practices in the region where the company is operating. This nuance of
understanding is succinctly captured by Mr Kant: “It is critical for us to recognize that the
one-size-fits-all solution does not build success on a global stage.” Mr Kant’s recognition
that global clients require diverse business and technological solutions, his ability to drive
growth by providing a strong overarching corporate vision, and capacity to learn and
grow and instill an ethos of learning within all employees at TCS characterize the global
mindset by which he leads and certainly underpin the global success TCS has experienced.
Note
1. Bloodgood and Chae (2010) define paradoxes in organizational contexts as “commonly-accepted
perspectives that appear contradictory” (p. 85). They cite examples of paradoxes in business
contexts including differentiation and integration across business units, and exploitation of
SAJGBR existing opportunities while preparing for new business and controlling organizational size such
that it is large enough to have market power, yet small enough to move quickly. Within the
2,1 context of a global enterprise, the global leader must effectively manage paradoxes micro- and
macro-level aspects of business, including “influencing individuals, groups and organizations
(inside and outside the boundaries of the global organization), representing diverse cultural/
political/institutional systems to contribute toward achievement of the global organization’s
goals” (Beechler and Javidan, 2007, p. 140). One of the paradoxes of global enterprises lies,
32 therefore, in the active management of internal and external organizational boundaries across
local and global levels. Adopting a global mindset attunes a leader to the necessity of managing
a global enterprise at multiple levels, within an operational context characterized by significant
diversity (Javidan and Teagarden, 2011).
References
Beechler, S. and Javidan, M. (2007), “Leading with a global mindset”, in Javidan, M., Steers, R.M.
and Hitt, M.A. (Eds), The Global Mindset: Advances in International Management, Elsevier,
Oxford, Vol. 19, pp. 131-69.
Bloodgood, J.M. and Chae, B. (2010), “Organizational paradoxes: dynamic shifting and
integrative management”, Management Decision, Vol. 48 No. 1, pp. 85-104.
Gupta, A.K. and Govindarajan, V. (2002), “Cultivating a global mindset”, The Academy of
Management Executive, Vol. 16 No. 1, pp. 116-26.
Javidan, M. and Teagarden, M.B. (2011), “Conceptualizing and measuring global mindset”, in
Mobley, W.H., Li, M. and Wang, Y. (Eds), Advances in Global Leadership, Emerald Group
Publishing, Bingley, Vol. 6, pp. 13-39.
Kedia, B.L. and Mukherji, A. (1999), “Global managers: developing a mindset for global
competiveness”, Journal of World Business, Vol. 34 No. 3, pp. 230-51.
Leung, K., Bhagat, R.S., Buchan, N.R., Erez, M. and Gibson, C.B. (2005), “Culture and
international business: recent advances and their implications for future research”, Journal
of International Business Studies, Vol. 36 No. 4, pp. 357-78.
Levy, O., Beechler, S., Taylor, S. and Boyacigiller, N. (2007), “What we talk about when we talk
about ‘global mindset’: managerial cognition in multinational corporations”, Journal of
International Business Studies, Vol. 38 No. 2, pp. 231-58.
Paul, H. (2000), “Creating a mindset”, Thunderbird International Business Review, Vol. 42 No. 2,
pp. 187-200.
Smith, W.K., Binns, A. and Tushman, M.L. (2010), “Complex business models: managing
strategic paradoxes simultaneously”, Long Range Planning, Vol. 43, pp. 448-61.
Further reading
Prahalad, C.K. and Doz, Y.L. (1987), The Multinational Mission: Balancing Local Demands and
Global Vision, The Free Press, New York, NY.
About the author
Richard March received a BA with honors in German from Franklin & Marshall College, USA
and an MA with distinction in German and Second Language Acquisition from Georgetown
University, USA. He is presently pursuing a doctorate in Human and Organizational Learning at
The George Washington University, USA. His present research interests include antecedents and
consequences of leader and organizational goodness and toxicity at local and global levels,
the psychology of positive organizational scholarship, antecedents of organizational trust, and
cognitive issues in adult language acquisition and curriculum design. He is an active
PMP, CSSBB, CQA and CMQ/OE. Richard March can be contacted at: rmarch@gmail.gwu.edu

To purchase reprints of this article please e-mail: reprints@emeraldinsight.com

Or visit our web site for further details: www.emeraldinsight.com/reprints