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William R. Kerr
Companies entering global markets should identify an approach that best suits their business model.
James B. Rice Jr. and Tim Rowell
For PepsiCo, entering the natural beverage market meant developing new risk management practices.
Recognizing interdependencies are key to creating resilient businesses.
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.”
Srivardhini K. Jha et al.
A successful innovation developed by Cisco’s R&D unit in India offers practical insights.
José F.P. Santos and Peter J. Williamson
Across a broad swath of industries, multinationals are losing ground in emerging markets to local players.
Edward S. Steinfeld and Troels Beltoft
China is becoming the best place to learn how to make ideas commercially viable.
A sustainable supply chain requires more than just following the law, undertaking audits, or increasing transparency.
Michael Hu and Sean T. Monahan
Effectively coordinating supply chains will increasingly require new approaches to data transparency.
Multi-sourcing can lessen the risk of supply chain disruption. But it introduces risks of its own.
María Jesús Sáenz and Elena Revilla
By planning for disruption from natural disasters, Cisco Systems improved its supply chain resilience.
Donna Marshall et al.
Today’s supply chains are required to be lean, agile, sustainable, and — increasingly — transparent.
Willy C. Shih
The process of bringing assembly work back to U.S. factories from abroad is more challenging than the economics would predict.
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.
David Michael et al.
There are five options for structuring intellectual property partnerships, ranging from licensing to joint ventures.
David Lopez-Berzosa et al.
Tech consortia help reduce patent risk, but managers must weigh the pros and cons for innovation.
Andreas Schotter and Mary Teagarden
Companies doing business in China need to manage their intellectual property vulnerabilities proactively.
David J. Kappos and Stuart Graham
The current approach to measuring patent quality is not serving the world’s patent systems.