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As more organizations--of all sizes and in all industries--expand their operations worldwide, the nature of competing globally is shifting from outsourcing to lowest-cost suppliers to collaborating with skilled professionals. With this shift has emerged a need for project managers to understand the complexities of managing globally dispersed inter-cultural teams of specialists. This article describes the emerging role of a new breed of project manager, the transcultural leader. In doing so, it explains how organizations can encourage and prepare their project professionals to evolve into transcultural leaders. It then discusses how software testing giant AppLabs (Philadelphia, PA, USA) supports its project leaders in managing the company's international projects. It also identifies the key skills that determine an individual's ability to serve as a leader of global projects. Accompanying this article are two sidebars: The first details the findings of a study looking at why global organizations are failing to
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