DEEP Insight

Globalization Backlash: How to Stay Grounded Premium

Don’t get carried away by the uncertainty and anger. IESE experts offer practical advice, rooted in reality.

This executive dossier includes the following articles:

Globalization Under Fire: How Should Leaders Respond? Premium

Strategic Truths for a Post-Truth World

Ghemawat, Pankaj

While anti-globalization anger has surged and opponents of globalization have won some major political victories, it is important for business leaders not to overreact. Before even thinking about reworking your company's international strategy, make sure you have an accurate picture of the state and trajectory of globalization. Most business leaders have exaggerated perceptions of globalization, which can lead to costly strategy errors. This article debunks such myths and articulates recommendations covering strategy, societal engagement and organizational cosmopolitanism. These recommendations are grounded in two laws of globalization that will endure through the present turbulence.

3 Keys to Shockproof Your Global Supply Chain Premium

Business & Geopolitics

Rosenberg, Mike

As the world shifts to a less stable geopolitical structure, executives may find themselves ill-equipped to handle critical events, from terrorist attacks to civil unrest, which could disrupt supply chains and put operations at risk. Despite growing tensions in the world and the increasing fragility of global supply chains, management teams don't seem to pay sufficient attention to geopolitical threats, for a variety of reasons. This article explains the reasons behind the myopia. The author suggests some practical actions that readers can take, in three key areas, to anticipate and prepare for change, thereby reducing their supply chain's exposure to geopolitical shocks, so that their business prevails over the long term.

Tips for Nurturing Global Leadership Talent Premium

Diversity Management

Reiche, Sebastian

Despite anti-globalization rhetoric to the contrary, cross-border work is increasing, and multinationals are struggling not only to prepare their employees for global leadership responsibilities but to fill the number of international assignments available. Brexit is only the latest excuse for mobility and talent management to be at the top of the CEO agenda. For companies with limited experience in this area, the risks are multiplied. However, there are also great opportunities. This article -- based on the author's research on global work, talent retention and cross-cultural management -- recommends how to nurture global leadership in three talent functions: hiring and promotion; development; and socialization. With practical tips and company examples, he shows that, with the right mindset, executives can rise to today's global leadership challenge.

PREMIUM MATERIAL

To view this, you need to SUBSCRIBE or be an IESE ALUMNI MEMBER

Subscribers and IESE Alumni Members

User Name
Password

Forgot your password?

Non-Subscribers