Journey to Global Presence

The quest to become "truly global" in terms of market reach, innovation, talent flows, integrated functions and processes.

TOMORROW'S CHALLENGES

GLOBAL DELUSIONS

How well do big companies leverage their global reach?

Many companies are described as global. Some even claim to be "born global". But few are truly global. Global is the new International. When the term "global company" first gained currency - with the wave of mostly US-based multi-national corporations post-1950s - the definition was straightforward. It was based on the percentage of sales outside the home country and the spread of international operations. They were global by virtue of their high foreign direct investment.

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FT CASE STUDY

HOW A JAPANESE PHARMACEUTICAL COMPANY TRANSFORMED ITS CORPORATE CULTURE

When Yasuchika Hasegawa took over as president of Takeda in 2003, the Japanese pharmaceutical company was experiencing sluggish domestic growth and facing a drop in revenue as lucrative patents expired.

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WEBCAST

INTERVIEW WITH TOP LEADER

Yasuchika Hasegawa

Yasuchika Hasegawa, President & CEO, Takeda Pharmaceutical Company Limited interviewed by Dominique Turpin - 2011.

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TOMORROW'S CHALLENGES

GLOBAL (NON) COMPETITIVENESS

Why Japanese companies are falling behind the rest of the world, and what they can do about it

Japan's economy has a lot of things working in its favor. It is one of China's nearest neighbors, which creates great export potential, as well as the ability to achieve economies of scale and benefit from low-cost employees. Japan has low inflation, a high level of foreign direct investment, low unemployment, excellent labor relationships, strong corporate social responsibility, and significant investments in research and development. But despite all these positives, Japan is not doing terribly well. The 2012 IMD World Competitiveness Yearbook ranks it only 27th out of 59.

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FT CASE STUDY

HOW POLO KIT MAKER LA MARTINA RESISTED THE TEMPTATION OF FAST FASHION-LED GROWTH

An Argentine of Italian origin, Lando Simonetti built a career in the US fashion industry before returning to Argentina in 1985 and founding La Martina. A keen polo player in his youth, Mr Simonetti saw an opportunity to provide professional players with high-quality equipment. He began by making leather saddles and boots, then added shirts and caps. To reinforce the brand's Argentine roots, La Martina sourced 65 per cent of materials locally.

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TOMORROW'S CHALLENGES

CROSS-CULTURAL LEADERSHIP

How to run operations in markets we don't understand

In an ever more globalized business environment, how can culturally diverse teams learn to work together? In this Tomorrow's Challenge, Professor Ben Bryant and Research Fellow Karsten Jonsen explain how an unusual leadership development program helped one global organization to cross the cultural divide.

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Discover the book

IMD's professors identify and address the seven transformation journeys that are reshaping corporations today.

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Professor Michael Wade talks about the Quest for Global Presence

This webcast is one in a series of webcasts exploring themes from IMD's book Quest and part of the virtual services available exclusively to members of the Corporate Learning  Network .

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Professor Cyril Bouquet on smarter allocation of attention in global corporations

Extract from a Wednesday Webcast: "Subsidiaries on the Radar Screen: What is Your Strategy for Managing Corporate Headquarters?" interviewed by Paul Hunter. This webcast is part of the virtual services available exclusively to members of the Corporate Learning Network (CLN).

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Professor Stewart Black on securing talent in emerging economies

Extract from a Wednesday Webcast: "Winning the War for Talent Part 1: In the Trenches," interviewed by Paul Hunter. This webcast is part of the virtual services available exclusive to members of the Corporate Learning Network (CLN).

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Professor Winter Nie on the global strategies of Chinese companies

Extract from a Wednesday Webcast: "In The Shadow of the Dragon," interviewed by Paul Hunter. This webcast is part of the virtual services available exclusive to members of the Corporate Learning Network (CLN).

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Professor Margaret Cording on the expectation of synergies across business units

Extract from a Wednesday Webcast: "Mini-Series: Strategy Fundamentals - Part 4: Corporate Strategy," interviewed by Paul Hunter. This webcast is part of the virtual services available exclusive to members of the Corporate Learning Network (CLN).

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Discover the IMD Quest book from your mobile device

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We invite you to explore the Quest book experience via Flipboard, a world leader in social and web aggregation.
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