Featured Global Business Articles
Advanced risk identification tools require companies to take a new approach to supply chain resilience.
Tough new EU data security laws mean that consumers’ data is about to become more valuable.
Amit S. Mukherjee
As firms work with increasingly diverse arrays of people, they need to adopt leadership standards that cross geographies.
Intelligence in Global Markets
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
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.
Doing Business in Asian Markets
Ram Mudambi et al.
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.
Asher Devang et al.
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.
Managing Global Partnerships
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.
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.”