Blog Archives


Navigating International Negotiations With a Global Mindset

By Sirin Koprucu and Carolyn Herzog
Published in ACC Docket, March 2016

We’ve all been there. The excitement starts with an idea that quickly bubbles into a strategy and suddenly, there is a deal primed for negotiation on our plate with an ever-helpful timeline of ASAP.

Read the entire article in ACC Docket, March 2016

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Fostering a Global Mindset

By Sirin Koprucu and Neal Goodman
Published in Training Magazine, November/December 2012

Relevant training and experiential learning geared toward developing the global mindset of each employee and ultimately the whole organization, is a crucial function of the Training Department.

Read the entire article in Training Magazine, November/December 2012

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Focus on Turkey

By Sirin Koprucu and Neal Goodman
Published in Training Magazine, February 2013

Training should aim to transfer relevant knowledge, skills and attitudes to help businesses build their competitive advantages in an environment in an environment full of appetite for growth and stability.

Read the entire article in Training Magazine, February 2013


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How to Hire for Going Global

By Sirin Koprucu
Published in Associations Now, November/December 2012

In his book Good to Great, Jim Collins coined one of the most popular proverbs of modern business culture: “Get the right people on the bus”.

But who are the right people when it comes to globalization?

Read the entire article in Associations Now, November2012

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Trustworthy in Rome, Rio, or Riyadh

By Sirin Koprucu
Published in Global Link, November 2007

International business professionals realize early in their careers the importance of building and maintaining trust with people from other cultures. Being able to establish trustworthy relationships is a prerequisite for effective and smooth business communications, a great way of avoiding or dealing with conflicts, an important skill in managing international marketing efforts, and, finally, a global management competency. International professionals also realize that trust is strongly influenced by culture and cultural understanding. For instance, competency, benevolence, and integrity are universally appreciated leadership qualities, but how these qualities are enacted and perceived change from culture to culture.1 Therefore, international professionals with a strong sense of cultural understanding will be more confident in their business transactions and come across as much more trustworthy than their colleagues who don’t get a chance to develop cultural competency.

Read the entire article in Global Link, November 2007

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What Makes a Great Global Organization?

By Sirin Koprucu
Published in Global Link, May 2007

There are plenty of ways to look for the answer to this question. I would like to attract your thoughts to the leadership, company culture, and customer service styles of successful global organizations. For this purpose, it also is worthwhile to look at some examples from outside the nonprofit industry.

I. Leadership

An Inspirational Global Leader

Experience shows that if a global leader is a visionary person with an entrepreneurial, out-of-the-box thinking spirit who acts as a role model in reaching out to the various opportunities international expansion offers, his or her organization is fueled with the right level of energy to grow beyond its home-country borders. Strong global leaders come across as inspiring to people in the local markets; they are strong advocates for the core business of their organizations, understand the needs of international audiences, attract local people to following the organizational goals, and know how to support these people in their countries. With the way they work, strong leaders enrich local economies and people. Discovery Communications is one of the great global organizations that enjoyed such excellent leadership in the past ten years. It now is one of the world’s leading media and entertainment companies. “The core of what we do is factual programming,” says Judith McHale, president of Discovery, in an article. “We made a conscious decision not to have studios. We want local people in different countries doing the work; we truly believe in incubating and growing the local talent.” The article also mentions how Discovery strives for local relevance, creating programming that is unique to a specific country or region.

Read the entire article in Global Link, May 2007

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A colleague forwarded this article to me. I value this kind of discussion around global perspectives and think it’s important for anyone looking to take their business to the next level that they ensure a site with translation functionality as well as mobile design flexibility.


Read more here.

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