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Cyril Bouquet et al.
Visits from corporate headquarters to operations in markets such as China are often seen as unproductive.
Olivier Jaeggi and Simone Hutter
At what point do corporate executives become personally liable for their companies’ failure to take action on climate change?
Naty Barak (Netafim), interviewed by Nina Kruschwitz
For farmers, maintaining adequate water for their crops is a key challenge in a changing climate.
December 16, 2014 | Joseph Fiksel, Mikaella Polyviou, Keely L. Croxton and Timothy J. Pettit
In a volatile, global economy, supply chains have become increasingly vulnerable. Supply chain practices designed to keep costs low in a stable business environment can increase risk levels during disruptions. But companies can cultivate resilience to unexpected disruptions by understanding their vulnerabilities and developing specific capabilities to compensate for them. The authors identify and detail 16 capabilities companies can use to respond to particular vulnerability patterns.
There are special challenges in planning for — and then managing — global teams and global leaders. Here is how some companies are approaching the task.
Attracting talent sometimes means marketing the corporation to the people who might one day take a job there.
By Robert J. Thomas et al.
Human resources executives believe the next generation of global executives will be more diverse.
HR executives believe that tomorrow’s leaders will be a more diverse group than today’s.
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.
Peter J. Williamson and Eden Yin
Chinese companies are reengineering new product development in ways that reduce lead times.
Andreas Schotter and Mary Teagarden
Companies doing business in China need to manage their intellectual property vulnerabilities proactively.