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Kathleen Long is using a combination of behavioral analytics, Bayesian engineering and big data to help companies better determine and mitigate business risk.
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Faced with the need to educate themselves quickly about a foreign market, companies employ a variety of approaches to learning. New research offers insights into choosing the best approach for your circumstances.
There are four elements to an effective “network orchestration” strategy, which brings together local and global innovation partners in emerging markets. The elements: Multinationals should 1) extend innovation partnerships beyond the usual channel partners by engaging key community stakeholders such as government bodies, universities and NGOs; 2) engage innovation partners strategically with a larger purpose; 3) trust but verify in a transparent manner; and 4) designate local partner network managers.
Multinational corporations are under growing pressure to make sure their contractors and subcontractors in China meet environmental standards. Yet traditional approaches to ensuring environmental, health and safety compliance, such as checklist audits, have proved problematic. This article recommends that organizations work closely with suppliers, providing incentives for identifying, disclosing and addressing problems and establishing collaborative relationships with NGOs and industry groups.
Lessons from the successes and failures of many emerging technologies offer a helpful guide in how adoption works. This article draws on the authors' book Wharton on Managing Emerging Technologies and their ongoing research at the Wharton School’s Mack Center for Technological Innovation about why companies so often misinterpret emerging technologies.
While technological innovations have revolutionized the workplace, it is ironic that relational boundaries — obstacles to productive human interactions — remain largely unchanged. This article identifies five types of such boundaries, and suggests that all five of them may be overcome when collaborative and creative leaders engage in six boundary spanning practices: buffering, reflecting, connecting, mobilizing, weaving and transforming.
With complex products such as automobiles, integration is a key element of performance. That means managers must understand which activities and competencies they can safely outsource and which they need to keep.
Too little — or too much — attention from head office executives can cause problems in a company’s global operations. Research with senior executives in 135 multinational companies found that management of executive attention can have a significant impact on the performance of global companies and that relatively few companies seemed to optimize global attention. Most seemed to either spend too little or too much time and mental effort on global issues.
A new survey of Indian and Chinese professionals and managers who studied or worked in the U.S. and then returned to their home countries finds that more than half may start their own businesses.
“Political influence may come at the cost of lower productivity,” explains Anders Olofsgård, a senior fellow at the Stockholm Institute of Transition Economics at the Stockholm School of Economics. “Politicians are expecting something in return from you. One way to pay back politicians is through jobs. So you may be locked into keeping higher employment than you otherwise might be.” Olofsgård and co-author Raj M. Desai, a visiting fellow at the Brookings Institution, argue that bloated staffs are no bargain for any company.
Many manufacturers have established product development activities in different countries around the world. Yet their senior managers often struggle to tie those decentralized organizations into a cohesive, unified operation that can efficiently drive growth and innovation. New empirical frameworks may help unlock practices with which managers can deploy well-coordinated global product development strategies.
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