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This latest edition of Business Insight, the second in a series of six in 2007, offers cutting-edge thought leadership and practical advice on what your company must do to succeed in China and India, why you must radically change your business model, how information technology has changed the face of competition, and much more.

GLOBAL BUSINESS How to Get China and India Right
Western companies need to become smarter—and they need to do it quickly.
By Anil K. Gupta and Haiyan Wang

Related Articles: The Seven Disciplines for Venturing in China Strategies for Competing in a Changed China Offshoring Without Guilt Corporate Spheres of Influence

GLOBAL BUSINESS Battling Boycotts
When a company is targeted simply because of its nationality, what can it do?
By Saleh AlShebil, Abdul A. Rasheed and Hussam Al-Shammari

Related Articles: Rethinking Consumer Boycotts Understanding and Managing the Brand Space Managing Stakeholder Ambiguity Escaping the Identity Trap

TECHNOLOGY Dog Eat Dog
Be warned: Industries that buy a lot of technology are becoming as cutthroat as those that produce technology.
By Andrew McAfee and Erik Brynjolfsson

Related Articles: The Transforming Power of Complementary Assets Finishing Off IT When Too Much IT Knowledge Is a Dangerous Thing The End of Corporate Computing The Matrix of Change

INNOVATION Why Bad Things Happen To Good Technology
New ideas take you only so far. Companies also need to innovate their business models.
By Henry Chesbrough

Related Articles: The Era of Open Innovation The New Principles of a Swarm Business The New Frontier of Experience Innovation Innovation by User Communities: Learning From Open-Source Software Responses to Disruptive Strategic Innovation

LEADERSHIP Who's On Board
With fewer outside CEOs as directors, here's how companies are filling the gap.
By Eugene H. Fram and William J. Stevenson

Related Articles: The Changing Face of Corporate Boards Adding Value in the Boardroom Are Professional Board Directors the Answer?

ORGANIZATION The Curse of Success
Knowledge-management projects often look good in the beginning. But then problems arise.
By Alton Y.K. Chua

Related Articles: Managing the Knowledge Life Cycle Rethinking the Knowledge-Based Organization Why Don't We Know More About Knowledge? Successful Knowledge Management Projects

STRATEGY Bad Deals
Eight warning signs that an acquisition may not pay off.
By Freek Vermeulen

Related Articles: Integrate Where It Matters How Acquisitions Can Revitalize Companies Acquisitions — Myths and Reality

FROM THE BUSINESS INSIGHT ARCHIVES

Leading From Below CEOs can't change companies on their own. The secret is to foster a leadership mentality through the ranks. By James Kelly and Scott Nadler Preparing for the Exit When forming a business alliance, don't ignore one of the most crucial ingredients: how to break up. By Ranjay Gulati et al. Think Small Every company wants to hit it big with market-shattering innovations. It's the little changes, though, that make the difference. By Rajan Varadarajan Searching For RFID's Sweet Spot Figuring out where electronic tagging makes the most sense. By Sunil Chopra and ManMohan S. Sodhi Leaders of the Pack A look at strategies for securing market domination—and keeping it. By Richard A. D'Aveni The Path to Growth Firms need to constantly adapt business models to changing markets. They have three basic strategies to pick from. By Norman T. Sheehan and Ganesh Vaidyanathan Worldly Wise Attracting and managing customers isn't the same when businesses go global. Companies must be ready to adjust. By Christoph Senn and Axel Thoma