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Pankaj Ghemawat and Herman Vantrappen
National diversity of top management should be a topic of conversation for boards of directors.
Leading companies are using an array of detection and response techniques to become more resilient.
Cyril Bouquet et al.
The problem of the domineering corporate headquarters resonates with executives of multinationals.
December 14, 2015 | Wolfgang Gruel and Frank Piller
Smart data and mass customization have the potential to radically change the way trips are planned. Already, the Boston-based startup Bridj is piloting a dynamic bus system that optimizes routing in response to demand, while Düsseldorf Airport is piloting a robotic parking system in which users just drop off their cars, which are then parked automatically. In the future, intermodal routing could provide customers with a seamless experience and reshape the transportation infrastructure.
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.
José F.P. Santos and Peter J. Williamson
Across a broad swath of industries, multinationals are losing ground in emerging markets to local players.
Chris Carr and David Collis
To decide whether to pursue a global strategy, you need to examine industry dynamics.
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.”