Global

Featured Global Business Articles

CTL-Luca-Cyberresilience-supply-chain-agenda-1200

Automating Supply Chain Resilience Should Be High on Your Digital Agenda

Advanced risk identification tools require companies to take a new approach to supply chain resilience.

DA-Mennesson-Consumer-Data-1200

The Coming Consumer Data Wars

Tough new EU data security laws mean that consumers’ data is about to become more valuable.

DL-Mukherjee-Digital-Leadership-Neutrality-Neutral-Culture-1200

The Need for Culture Neutrality

Frontiers |

As firms work with increasingly diverse arrays of people, they need to adopt leadership standards that cross geographies.

advertisement

Intelligence in Global Markets

Mastering the Market Intelligence Challenge

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.

Perspectives on Global Leadership

Rethinking the East Asian Leadership Gap

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.

The Need for Culture Neutrality

Frontiers |

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.

advertisement

Doing Business in Asian Markets

Mastering the Make-in-India Challenge

Despite India’s economic growth, many foreign companies have found it difficult to make money selling there. But a number of companies have found a winning strategy that involves weaving together local and global value chains.

The Next Wave of Business Models in Asia

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.

advertisement

advertisement

Managing Global Partnerships

hensmans-global-competing-joint-innovation-1200

Competing Through Joint Innovation

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

Kerr-Harnessing-Best-Globalization-1200

Harnessing the Best of Globalization

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

prashantham-engaging-startups-emerging-markets-1200

Engaging With Startups in Emerging Markets

Partnering with emerging-market startups is easier if four key factors can be addressed.

Jha-Develop-New-Products-1200

Developing New Products in Emerging Markets

A successful innovation developed by Cisco’s R&D unit in India offers practical insights.

Global Supply Chains

A Fresh Take on Supply Chain Innovation

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.”