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Featured Global Business Articles


Harnessing the Best of Globalization

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


Mastering the Market Intelligence Challenge

Multinationals need to start viewing market intelligence as a strategic asset in emerging markets.


Competing Through Joint Innovation

The Chinese telecom company Huawei has used strategic partnerships to gain ground in Europe.


Bracing for Geopolitical Disruption

How to Prepare for a Brexit-Size Disruption

Frontiers |

August 23, 2016 | Yossi Sheffi

Many European companies didn’t have contingency plans if Britain decided to exit the EU, and now are playing catch-up. They shouldn’t have been caught off guard.

Doing Business in Emerging Markets

The New Mission for Multinationals

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



Does Your Global Business Model Still Make Sense?


Revisiting the Logic of Being Global

For many companies, the headaches of being global are intensifying, The Economist says. In most sectors domestic peer companies are growing faster than multinationals.


Second Thoughts on Second Sourcing

Multi-sourcing can lessen the risk of supply chain disruption. But it introduces risks of its own.


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.


Fighting the “Headquarters Knows Best” Syndrome

The problem of the domineering corporate headquarters resonates with executives of multinationals.

The Future of Business in Asia

The Next Wave of Business Models in Asia

December 8, 2016 | Asher Devang, Christian Kruse, Andy Parker, and Pontus Siren

The first wave of innovation from emerging markets in Asia has been predicated on the replication of existing business models at lower cost. The second wave, which could be even more disruptive than the first, fundamentally reimagines various facets of the business model to find new, often digitally enabled, ways in which resources and processes can be leveraged. Such companies identify creative ways for partners, stakeholders, and customers to be involved in value creation and capture.