We're sorry, we can't find the page you're looking for.
Try searching for the page you're looking for:
Advanced risk identification tools require companies to take a new approach to supply chain resilience.
Zhang Ruimin (Haier), interviewed by Paul Michelman
Haier CEO Zhang Ruimin is transforming a manufacturing giant into a platform for entrepreneurship.
Ram Mudambi et al.
Some multinationals have a winning India strategy that involves both local and global value chains.
December 5, 2016 | Murali D.R. Chari, Kimberlee Luce, and Inder Thukral
A shortage of reliable information is common in emerging markets. Because such markets are heterogeneous, the sources and methods for market intelligence require modification before they can be transferred from one emerging market to another. Market intelligence is thus best viewed and managed as a strategic asset that multinationals should invest in keeping up to date.
The Chinese telecom company Huawei has used strategic partnerships to gain ground in Europe.
William R. Kerr
Companies entering global markets should identify an approach that best suits their business model.
Shameen Prashantham and George S. Yip
Partnering with emerging-market startups is easier if four key factors can be addressed.
Srivardhini K. Jha et al.
A successful innovation developed by Cisco’s R&D unit in India offers practical insights.
The state of the multinational and how “the world is losing its taste for global businesses” is the subject of a recent cover story in The Economist titled “The Retreat of the Global Company.” For many multinationals, the article notes, the case for global integration has been hurt by falling profits, lower returns on capital, and increasing pressures from governments looking to protect local jobs and tax revenue.
Multi-sourcing can lessen the risk of supply chain disruption. But it introduces new risks of its own. Companies should explore five questions before moving forward: Are all the sources in the same geographic area? What will it cost to develop a second supplier? How compatible is the alternative source? Are the additional CSR risks worth it? And will primary suppliers start holding back their new innovations?
Winter Nie et al.
Many western multinationals have a tough time finding local talent in East Asia — a problem that global companies originating in East Asia don’t seem to face. One problem: The cultural values and expectations of those doing the hiring and those seeking the jobs are at odds.
Amit S. Mukherjee
Companies today work with an incredibly diverse array of people. To thrive, these organizations need culturally neutral, globally coherent leadership standards. These standards should promote needed outcomes without prescribing behaviors, since some behaviors are outside of the cultural norms in some countries. Inevitably, significant advantage will accrue to companies that ready their people for truly global leadership.
September 23, 2016 | James B. Rice Jr. and Tim Rowell
For PepsiCo, entering the natural beverage markets of coconut water and smoothies meant developing new risk-management practices. In the coconut water business, “lead times are longer and supply is more variable than in PepsiCo’s traditional beverage supply chain,” write Tim Rowell of PepsiCo and James B. Rice Jr. of the MIT Center for Transportation & Logistics. “The company has had to build enough inventory to minimize stock outs — without causing excessive losses through obsolescence.”