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Olivier Jaeggi and Gina Santos
Many companies have worked to make supply chains more environmentally sustainable. But there’s work yet to be done in the finance sector.
Srivardhini K. Jha et al.
A successful innovation developed by Cisco’s R&D unit in India offers practical insights.
Pankaj Ghemawat and Herman Vantrappen
National diversity of top management should be a topic of conversation for boards of directors.
May 18, 2015 | José F.P. Santos and Peter J. Williamson
Something strange is happening as globalization marches forward: Increasingly, powerful local companies are winning out against multinational competitors. Some 73% of executives at large multinational companies say that “local companies are more effective competitors than other multinationals” in emerging markets. To compete effectively, multinationals need to let go of their global strategies and embrace a new mission: Integrate locally and adapt globally. That means becoming embedded in local distribution, supply, talent and regulatory networks as well as in the broader society.
Shuang Ren et al.
In China, demand for skilled business managers exceeds supply. Can leadership self-development programs address that gap?
Peter J. Williamson and Eden Yin
Chinese companies are reengineering new product development in ways that reduce lead times.
Martha E. Mangelsdorf
In today’s global economy, few large companies can afford to ignore China in their plans for growth.
After a period of remarkable growth, China now faces substantial economic and political challenges.
Edward S. Steinfeld and Troels Beltoft
China is becoming the best place to learn how to make ideas commercially viable.
Robert G. Eccles and George Lee
As China takes center stage as an international economic powerhouse, it stands to benefit by implementing integrated reporting. Will it succeed?
March 4, 2014 | Peter A. Gloor and Gianni Giacomelli
How can geographically distributed companies monitor large clients’ attitudes about their services? Traditional customer satisfaction surveys can lack sufficient timeliness and detail. But taking a big data approach to analyzing collaborations lets companies gain valuable and timely insights into client satisfaction. Examining the structural properties of email communication patterns and correlating them with external performance metrics can offer managers helpful insights.
Günter K. Stahl et al.
Companies that are successful at global talent management subscribe to six key principles.
Chris Carr and David Collis
To decide whether to pursue a global strategy, you need to examine industry dynamics.
Orly Levy et al.
It’s not easy to build a strong culture worldwide. “Cultural hubs” beyond headquarters can help.
Willy C. Shih
The process of bringing assembly work back to U.S. factories from abroad is more challenging than the economics would predict.
Joseph Fiksel et al.
Companies need to cultivate resilience to unexpected disruptions to complex supply chains.
David Michael et al.
There are five options for structuring intellectual property partnerships, ranging from licensing to joint ventures.
Marc G. Baaij et al.
When is it smart for multinational companies to relocate top management to other countries?
December 14, 2015 | Cyril Bouquet, Julian Birkinshaw, and Jean-Louis Barsoux
Belief that headquarters knows best can be damaging to the long-term success of a company operating in global markets. One company’s solution: a decision to operate out of dual headquarters, in the Netherlands and China. “No longer a prisoner of its home base, the top team was viewed as mobile, agile, and geographically dispersed,” write Cyril Bouquet et al. “The company was able to make more effective resource-allocation decisions informed by diverse thinking and divergent points of view.”