Page Not Found

Try searching for the page you're looking for:

Featured Global Business Articles

Jaeggi-1200

Closing the Trade Finance Sustainability Gap

Many companies have worked to make supply chains more environmentally sustainable. But there’s work yet to be done in the finance sector.

Jha-Develop-New-Products-1200

Developing New Products in Emerging Markets

A successful innovation developed by Cisco’s R&D unit in India offers practical insights.

Ghemawat-1200

How Global Is Your C-Suite?

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

advertisement

Adapting Global Business to Local Realities

The New Mission for Multinationals

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.

Innovation and China

Ren-1000
williamson-1000
mangelsdorf--1000
huang-1000
steinfeld-1000

Innovation Lessons From China

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

Eccles-1200

advertisement

Monitoring Customer Satisfaction

Reading Global Clients’ Signals

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.

Developing an International Mindset

Image courtesy of Shell.
Image courtesy of Flickr user Electrolux Design Lab.
Image courtesy of Nestle.
advertisement

Strategies in Global Operations

Shih-1000

What It Takes to Reshore Manufacturing Successfully

The process of bringing assembly work back to U.S. factories from abroad is more challenging than the economics would predict.

Fiksel-1200

From Risk to Resilience: Learning to Deal With Disruption

Companies need to cultivate resilience to unexpected disruptions to complex supply chains.

michaels-1200

Developing Effective Intellectual Property Partnerships

There are five options for structuring intellectual property partnerships, ranging from licensing to joint ventures.

baaij-500

Should Top Management Relocate Across National Borders?

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

When Two Headquarters Are Better Than One

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.”