Van Paasschen was formerly CEO of Starwood Hotels and Resorts. Any new technology has to be absorbed to be used. It is a skill and a mindset that can be developed. That’s why the smartest way to plan for surviving and thriving in the global marketplace is to find ways to live at the crossroads of cultures, functions, and old-and-new ideas.This shift in perspectives helps in understanding how others might see things differently. Think of it this way: no company has a separate “telephone” division. Culture is like a mother tongue—automated and unconscious. Frits van Paasschen The book is available on Amazon . As businesses become more diverse, people who live at the crossroads of cultures will have an even greater advantage. The smartest option is to find a way to “live at the crossroads.” By this, I mean having the ability to connect ideas and skills across cultures, disciplines, and even time frames to execute a job. It pulled together existing technologies, namely satellites and PCs, to create a powerful network. Cultural awareness is not a special talent. Their combined efforts made a major change in global hotel performance. There is nothing like struggling to express yourself in another language to gain empathy for others who are trying to speak English. Anyone can get better at navigating cultural crossroads, but in my experience, the challenge may be more difficult for some American executives.
Jeff Parker developed his startup, First Call, in the 80s to help Wall Street equity analysts share recommendations with institutional investors. The Creative Class represents one-third of all jobs in the United States. The prospects and risks for workers are unprecedented. The best-performing hotels knew when to “override” the software, and those over-rides led to ways to improve the system. Even in large companies, internal startups drive change for the same reason, like Nike’s pioneering business in Africa or Starwood’s “Starlab” office in Manhattan. Frits van Paasschen was appointed CEO and president of Starwood by the board in September 2007, having held global management roles at Coors Brewing Company, Nike and Disney Consumer Products. Technology has created a global marketplace for talent, and that marketplace affects almost everyone who has a job. Van Paasschen is a global executive who has knowledge of the FMCG and service industries.
A few become rich beyond imagination. I've long considered Frits an inspiration and know Sonder will benefit tremendously from the wisdom and experience he brings to the table"Frits van Paasschen We saw this as the triumph of the best ideas—no matter where they came from.
As one journalist put it, “Children in multilingual environments have social experiences that provide routine practice in considering the perspectives of others: They have to think about who speaks which language to whom, who understands which content, and the times and places in which different languages are spoken.” In my own career, my “global” credentials helped me move from a staff role as Global Head of Strategic Planning at Nike to leading a multi-billion-dollar regional business. Professor and author Richard Florida calls this group the “Creative Class,” and it includes “artistic” occupations—musicians, actors, sculptors, and authors—plus a range of jobs that “draw on complex bodies of knowledge to solve specific problems.” Creative Class workers can be found in design and media, as well as in science, engineering, and computer programming. For example, teams of people working together with machines can beat the best computers at chess. CEO and co-founder Francis Davidson said: "Frits is one of the world's most respected leaders in business and hospitality, and I couldn't be more excited that he's joining our board. Millions of others are well paid for skills that are prized but in short supply. In rich countries, those who either lack skills (or whose skills are globally abundant) face the reality of losing their jobs or accepting unsatisfactory wages.
To be effective, they must also be able to lead change by, for example, translating unsystematic information into coherent ideas, influencing people with different backgrounds, and finding intuitive approaches to novel problems. Frits van Paasschen was appointed CEO and president by the board in September 2007 having held global management roles at Coors Brewing Company, Nike and Disney Consumer Products, not to mention working independently through FPaasschen Consulting and Mercator Investments. It was a job he’d had his eyes on for quite some time. Prospects are bright for anyone with skills that are in short supply.
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