|1 || |
Going "Global" and Being "Global": To be global or not to be global—is that one question?
- Understand how globalization and its changing wave impact product markets, business models, companies and management—and why such impact has been mounting and changing over time.
- Unscramble "global" and decode expressions such as "international," "multinational," "transnational," etc.
- Identify levels of analysis in geography (world / region / country / site) and in business (industry / company / local unit).
- Delineate the concepts and specificities of "global strategy" and the relevance of time with the separate consideration of "internationalization strategy."
|2 || |
The Advantage of Internationalization: Why go "against a sea of troubles"?
- Analyze how internationalization enables companies to increase their value propositions and understand the nature of such benefits.
- Learn how to evaluate potential internationalization strategies.
- Anticipate the organizational and individual challenges of internationalization.
|3 || |
Exploiting Home-Based Advantage: Is it easier when you have a paragon at home?
- Analyze how internationalization enables companies to exploit home-based advantage and appreciate the nature of such advantage.
- Identify when a country or a cluster is the optimal place in the world for a given business or industry.
- Design an internationalization strategy based on home-based advantage.
|4 || |
Augmenting Home-Based Advantage: When do foreign CATs improve home RATs?
- Analyze how internationalization enables firms to enhance their home-based advantage.
- Understand the resource-based view to explain internationalization.
- Apply Lessard's "RATs test" and "CATs test" to identify and evaluate internationalization strategies.
- Analyze the desirability and difficulty of building and exploiting a "virtual diamond".
|5 || |
Building Metanational Advantage: To be national or not to be national—is that the question?
- Understand how companies can build global advantage by melding knowledge that is dispersed around the world.
- Appreciate the different nature of metanational advantage relative to straight or augmented home-base advantage—especially in the case of "global startups".
- Learn the organizational capabilities to build metanational advantage and the significant challenges posed by such endeavor.
|Part II: Relating Strategy and Organization |
|6 || |
Between a Global Business and a Global Company: Exporter or multinational—is that an option?
- Recognize how globalization and information and communication technologies have opened up the possibilities for global business so that even a local company must contemplate a global strategy.
- Analyze different global business models (such as pure exporter, global business network, international alliance, or multinational company).
- Consider the specific challenges of "going global" from an emergent market—and the specific challenges for developed market multinationals to compete with emerging market multinationals.
|7 || |
Global Integration and National Responsiveness: Global and local—is that an imperative?
- Learn about the "Integration/Responsiveness" framework and the infamous "Think Global, Act Local." Distinguish between "integration" and "aggregation."
- Understand how global integration impacts performance.
- Understand how local rootedness and local adaptation impact performance.
- Realize the managerial and organizational challenges posed by global integration and by national responsiveness.
|IBM in Canada |
|8 || |
Local Adaptation: Can you weld uniformity in different places?
- Realize how the local environment shapes business and organizational choices.
- Appreciate the complexity of local adaptation and how it is not just about products, prices or business models but also about organization.
- Learn about traditional "localization" and how it has changed with globalization.
- Understand the roles of local managers and of expatriates in local adaptation.
|9 || |
Global Strategy and Knowledge Management: How do you spread it all over the world?
- Understand the growth and challenges of sharing "best-practices" and of "global knowledge management" in multinational companies.
- Learn about contemporary strategies and tools for knowledge management in multinational companies while realizing the pros and cons of technology-mediated communication.
- Analyze the relationship between knowledge management and global strategy.
|10 || |
Global Delivery: Why bother?
- Appreciate why there are relatively few multinationals in services.
- Realize the peculiarities of global strategy and organization for services or solution providers (in particular, the differences between "global supply chains" and "global delivery chains").
- Understand the emergence and impact of "global customers".
- Consider the specific challenges and implications of "going global" from an emergent market as a solutions provider.
|11 || |
Global Innovation: Local Innovation—seriously?
- Understand why R&D and innovation has been mostly a local process, namely at home, even in the largest globally dispersed companies—and why this is changing rapidly in several businesses.
- Recognize the "supply-side" and the "demand-side" of innovations and the differentiated roles of country units in innovation processes in a multinational company.
- Analyze the particular value and costs of "global innovation" for incremental innovations and for breakthrough innovations.
- Understand the strategic value of innovations for the "bottom-of-the-pyramid".
|GE Healthcare |