2. “Global managers are made, not born. This is not a natural process. We are herd animals. We like people who are like us. But there are many things you can do. Obviously, you rotate people around the world. There is no substitute for line experience in three or four countries to create a global perspective. You also encourage people to work in mixed-nationality teams. You force them to create personal alliances across borders. This is why we put so much emphasis on teams.” So says Percy Barnevik, former CEO of Asea Brown Boveri (ABB), the large Swedish–Swiss multinational in electrical machinery.29 Discuss what is gained by such rotation and forced personal alliances. Are there any risks involved? What alternatives to the team concept are there?