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Featured Global Business Articles

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Harnessing the Best of Globalization

Companies entering global markets should identify an approach that best suits their business model.

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Five Steps to Strategic Sustainability and Abundance

The success of mobile money pioneer M-Pesa shows how addressing sustainability issues opens new opportunities.

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A Fresh Take on Supply Chain Innovation

For PepsiCo, entering the natural beverage market meant developing new risk management practices.

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Global Standards and Human Rights

What New OECD Standards Mean for Investors

July 12, 2016 | Olivier Jaeggi and Gabriel Webber Ziero

Ignoring OECD standards that require investors to conduct environmental and human rights due diligence can expose investors to substantial risks.

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Global Leadership

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How Global Is Your C-Suite?

National diversity of top management should be a topic of conversation for boards of directors.

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The Perils of Attention From Headquarters

Visits from corporate headquarters to operations in markets such as China are often seen as unproductive.

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Should Top Management Relocate Across National Borders?

When is it smart for multinational companies to relocate top management to other countries?

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Do-It-Yourself Leadership Training in China

In China, demand for skilled business managers exceeds supply. Can leadership self-development programs address that gap?

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Fighting the “Headquarters Knows Best” Syndrome

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.”

Global Supply Chains

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Intellectual Property

Developing Effective Intellectual Property Partnerships

June 16, 2015 | David Michael, David J. Kappos and John Villasenor

All too often, companies from emerging and established economies talk past each other when discussing intellectual property. The result is that often fail to consider all their options for a productive collaboration. The authors detail five ways that companies can structure such IP partnerships, and say that it’s important for a company to choose the one that’s the best fit for the project: “The choice of IP business models is a strategic decision, not merely a legal matter.”

Emerging Markets

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The New Mission for Multinationals

Across a broad swath of industries, multinationals are losing ground in emerging markets to local players.

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Innovation Lessons From China

China is becoming the best place to learn how to make ideas commercially viable.

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