Dr. Nandani Lynton focuses on how to best develop effective leadership in global organizations. In her work with Fortune 500 multinationals and governmental organizations around the world, she focuses on building cultural agility for competitive advantage. Nandani Lynton's perspectives on global leadership developed through decades of working with Fortune 500 multinationals and governmental organizations in India, the US, Singapore, Germany, China, South Africa and 39 further countries. She holds an M.A. and Ph.D. in Cultural Anthropology from Cornell University.
In 2012 Nandani Lynton joined Maersk in Copenhagen as Leadership Development Director for a focused project driving a high-performance leadership culture across the conglomerate’s businesses. From 2008 as professor at CEIBS - China Europe International Business School – she led executive programmes with industry and government. Her research focused on comparative Chinese and Western leadership, how to use diversity to raise top executive team performance, and on the values of the upcoming generation of leaders - Generation Y in China, Europe, South Africa and Chile. Until mid-2008, Nandani Lynton worked for Thunderbird School of Global Management as Vice-President of Corporate Learning Asia and Clinical Professor of Global Business. Previously she ran the award-winning organizational consulting firm Lynton John & Associates Ltd.
Her work in the public sector included designing and implementing projects on raising the effectiveness of diverse teams, the integration of immigrants from Eastern Europe to Germany, and including views of impacted citizens in policy change for German federal ministries and the European Commission, research institutes, the World Business Council for Sustainable Development and multi-lateral funding agencies including the World Bank and Asian Development Bank.
Nandani Lynton is a member of the Council of Senior Advisors of the FRED Forum, a Thought Leader for Criticaleye: the Network of Leaders, and advisor to Uplift-Aufwind, a social development NGO focused on Central Asia. In the private sector, her project experience includes: working with a South African bank on their strategic approach to dynamic markets; assisting a German-based retail group use cultural leverage in its international markets; advising US and European financial institutions with large Chinese investments and goals of multiple joint ventures; and raising the global mindset of executives in an European hi-tech conglomerate. She works with country managers and senior corporate executives. She also spent ten years leading projects for organizational design, restructuring and integration. The counterparts for such projects are multinational and joint venture companies across the range of industries: automotive, chemicals, pharmaceuticals, manufacturing, resources, retail, financial services, media and energy. She has led and taught on executive programmes around the world for Duke Corporate Education, CEIBS, Thunderbird, and the University of Melbourne.
Her popular publications include articles on high performing global teams (MIT Sloan Management Review), on managing in China (McKinsey Quarterly), on European companies' challenges in China (ZPB), on the dilemmas facing Chinese Executives (Harvard Business Review), and on what differentiates highly effective expatriates in China (Organizational Dynamics). A frequent public speaker, her engagements have included World Economic Forum China Business Summits.