Featured Global Business Articles
William R. Kerr
Companies entering global markets should identify an approach that best suits their business model.
The success of mobile money pioneer M-Pesa shows how addressing sustainability issues opens new opportunities.
James B. Rice Jr. and Tim Rowell
For PepsiCo, entering the natural beverage market meant developing new risk management practices.
Global Standards and Human Rights
July 12, 2016 | Olivier Jaeggi and Gabriel Webber Ziero
Ignoring OECD standards that require investors to conduct environmental and human rights due diligence can expose investors to substantial risks.
Pankaj Ghemawat and Herman Vantrappen
National diversity of top management should be a topic of conversation for boards of directors.
Cyril Bouquet et al.
Visits from corporate headquarters to operations in markets such as China are often seen as unproductive.
Marc G. Baaij et al.
When is it smart for multinational companies to relocate top management to other countries?
Shuang Ren et al.
In China, demand for skilled business managers exceeds supply. Can leadership self-development programs address that gap?
Organizational Structure in Global Businesses
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.”
Michael Hu and Sean T. Monahan
Effectively coordinating supply chains will increasingly require new approaches to data transparency.
Multi-sourcing can lessen the risk of supply chain disruption. But it introduces risks of its own.
María Jesús Sáenz and Elena Revilla
By planning for disruption from natural disasters, Cisco Systems improved its supply chain resilience.
Donna Marshall et al.
Today’s supply chains are required to be lean, agile, sustainable, and — increasingly — transparent.
Leading companies are using an array of detection and response techniques to become more resilient.
Willy C. Shih
The process of bringing assembly work back to U.S. factories from abroad is more challenging than the economics would predict.
June 16, 2015 | David Michael, David J. Kappos and John Villasenor
All too often, companies from emerging and established economies talk past each other when discussing intellectual property. The result is that often fail to consider all their options for a productive collaboration. The authors detail five ways that companies can structure such IP partnerships, and say that it’s important for a company to choose the one that’s the best fit for the project: “The choice of IP business models is a strategic decision, not merely a legal matter.”
José F.P. Santos and Peter J. Williamson
Across a broad swath of industries, multinationals are losing ground in emerging markets to local players.
Edward S. Steinfeld and Troels Beltoft
China is becoming the best place to learn how to make ideas commercially viable.
Srivardhini K. Jha et al.
A successful innovation developed by Cisco’s R&D unit in India offers practical insights.