Iñiguez De Onzoño / Ichijo Business Despite Borders

Companies in the Age of Populist Anti-Globalization
1. Auflage 2018
ISBN: 978-3-319-76306-4
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 239 Seiten

Reihe: Progress in Mathematics

Globalization has been a key force in the development of business in recent decades. But with nationalism on the rise in Europe, the United States and elsewhere, the future of global trade and international business has been thrown into doubt. In this new and challenging context, innovative companies have the opportunity not only to find new ways to operate across borders, but also to help forge a new system of relations between people of different nationalities and cultures. This book features a collection of case studies that illustrate how companies from different corners of the globe are succeeding in reaching out to distant customers, stakeholders and partners. It features inspiring examples of leaders who are actively developing imaginative ways to connect across continents. It is a vital reference tool for companies that plan to continue operating globally or to expand their international presence. A clarion call for the renewed relevance and importance of globalized business, this book suggests a future where companies can contribute positively to achieving sustainable growth and a fairer distribution of wealth across the globe.

Santiago Iñiguez de Onzoño is President of IE University and a recognized influencer in global higher education. He is the past Chairman of AACSB and also serves on the boards of five leading international business schools in Asia, Europe and the Americas. He is the Vice-Chairman of Financial Times/IE Corporate Learning Alliance (CLA), a leading provider of custom education programs for companies worldwide, as well as one of the 500 Global LinkedIn Influencers. His previous two books, Cosmopolitan Managers and The Learning Curve are published by Palgrave Macmillan.                                            Kazuo Ichijo is Dean and Professor at the Department of International Corporate Strategy, the Hitotsubashi University?? Business School, Tokyo, Japan. He received a PhD in Business Administration from the University of Michigan. His research interests are focused on organizational knowledge creation theory, and his research in this field has been globally recognized. Professor Ichijo is quite active in providing consulting and leadership training to a number of global companies for organizational renewal. He has been involved as a consultant and an outside board member in many corporate transformation activities.

Autoren/Hrsg.

Iñiguez De Onzoño, Santiago

Ichijo, Kazuo

Inhaltsverzeichnis

1;Preface;5
2;Contents;7
3;Notes on Contributors;9
4;List of Figures;14
5;List of Tables;16
6;1: Business Globalization: The Nightmare of Populism and the Hopes Brought by Technology;17
6.1;Is Globalization Irreversible?;17
6.1.1;The Populist Time Bomb;17
6.1.2;The Process of Globalizing Business;18
6.1.3;Populism’s Reaction and Possible Consequences for Business Strategy;22
6.2;International Growth Avenues for Companies;24
6.2.1;The Role of Global Corporations and Their CEOs;26
6.3;The Impact of Big Data in Business Strategy and Marketing;28
6.3.1;Cloud Computing and Big Data Analysis;29
6.3.1.1;Pricing;30
6.3.1.2;Campaign Optimizing;31
6.3.2;Some Limitations and Conclusions on the Impact of Big Data;32
6.3.3;Business Schools as Trailblazers of Good Globalization;33
6.4;References;34
6.4.1;Further Bibliography;35
7;2: The Governance of Change: How Companies and Governments Should Adapt to Technological Disruption;37
7.1;The Macro Perspective: The Governance of Emerging Technologies;38
7.2;A New Reality: Exponential Change;38
7.3;The Challenge: The Great Decoupling;39
7.4;The Perverse Politics of Disruption;42
7.5;The Precariat;44
7.6;A New Paradigm: The Future Corporation;45
7.7;Conclusions and Takeaways;47
7.8;References;47
7.8.1;Further Bibliography;47
8;3: The Journey of Corporate Diversity in Tribal Times: Corporate Communities of Aspiration in MAPFRE;50
8.1;Introduction;51
8.2;Diversity: The Journey in Our Human Condition of Plurality;51
8.3;Corporate Diversity Management: Navigating Our Different Identities;53
8.3.1;Corporate Strategies to Manage Identities of Origin;54
8.3.2;Corporate Strategies to Manage Identities of Growth;55
8.3.3;Corporate Strategies to Manage Identities of Aspiration;56
8.4;Collective Individualism in Tribal Times;57
8.5;Corporate Communities of Aspiration and Innovation. The Case of MAPFRE;58
8.6;The Journey of Corporate Diversity in Tribal Times: Conclusions;60
8.7;References;61
9;4: The Global Expansion of Televisa;63
9.1;Company Overview;64
9.1.1;Televisa Segments;64
9.1.1.1;Content;64
9.1.1.2;Cable;65
9.1.1.3;Sky;65
9.1.1.4;Other Businesses;66
9.2;The Path Toward Internationalization;66
9.2.1;Strategic Alliances;67
9.2.2;Joint Ventures;68
9.2.3;International Acquisition;69
9.3;The Hispanic Market in the United States;70
9.4;Other International Markets;71
9.5;Current Challenges;72
9.6;Conclusions;76
9.7;References;77
10;5: How Technogym Created the Wellness Industry;78
10.1;The Rise of Technogym: The “Wellness Ecosystem”;79
10.2;The Health and Fitness Industry: Market Size and Emerging Trends;80
10.3;The Impact of Connected Systems;80
10.4;Technogym’s Background and Product Range: Launch and Development of the Startup;82
10.5;Key Financial Data;83
10.6;The Digital Strategy of Technogym;83
10.7;Product Lines and Customer Experience;84
10.8;Going Global;85
10.9;Conclusions and Takeaways;87
10.10;References;88
11;6: Leadership, Global Mindset and Internationalization of Sempertex: From One Country to Ninety-five Countries and Five Continents;90
11.1;Introduction;90
11.2;Leaders, Global Mindset and Business Across Borders;91
11.3;Sempertex: A Family Firm with Global Presence;93
11.3.1;About the Company;94
11.3.2;Family, History and the Second Generation;94
11.3.3;Current Sempertex CEO: Second Generation;95
11.3.4;Internationalization;96
11.4;Discussion: Global Mindset of the Leader and Internationalization of Sempertex;97
11.5;Conclusions;98
11.6;References;99
12;7: Movile: Sustaining an Innovative Culture on a Global Scale;102
12.1;Movile: A Global Player in the Mobile Market;103
12.2;Company’s History and Development;105
12.3;The “Movile Way”;108
12.3.1;Simultaneous Innovative Threads;110
12.3.2;Aggressive Marketing Strategy;111
12.3.3;Participative and Integrated Reporting and Control System;112
12.4;Transferring the Movile Way to Acquisitions;113
12.5;Conclusion;114
12.6;References;115
13;8: Delphi Automotive: An American Company … in Name Only;117
13.1;Filing for Bankruptcy;118
13.2;Emerging from Chapter 11;119
13.2.1;Megatrends2;119
13.2.2;Divestitures;121
13.2.3;Internationalization;122
13.3;Becoming a Global Player;125
13.4;Smart Products;126
13.5;International Strategy and Performance;128
13.6;Conclusions;129
13.7;References;130
14;9: Cineplanet: Developing South American Markets;131
14.1;Current Situation;131
14.2;The Peruvian Cinema Industry;133
14.3;Cineplanet;135
14.4;A New Wave of Expansion;138
14.4.1;Brazil: A Great Opportunity;138
14.4.2;Colombia: The Only Risk Is to Stay;140
14.4.3;Venezuela: Trouble=Opportunity?;141
14.4.4;Ecuador: From Adversaries to Allies;141
14.5;Caught Between Four Stools;143
14.6;Takeaways;143
14.7;Appendix: Character Profiles;144
14.7.1;Raffael Dawson;144
14.7.2;Tomas Bauver;144
14.8;References;145
15;10: Innovation Beyond Technology: Unilab;147
15.1;Unilab (Philippines), Incorporated;148
15.2;Building a Culture That Fosters Innovation;149
15.3;Small Experiments Within a Better Box;151
15.4;Bespoke Innovation Process;153
15.5;Localized Business Model Innovations;156
15.6;Regional Expansion;157
15.7;Expanding from the Core Throughout the Region;160
16;11: LATAM Airlines Group: From the End of the Earth to No. 10 in the World;162
16.1;Company Milestones During Its State-Owned Phase;163
16.2;Recent History: 1995–2016;165
16.2.1;Transformation Phase: 1995–2000;165
16.2.2;Regional Expansion Phase: 2000–2005;165
16.2.3;Efficiency Phase: 2006–2011;166
16.2.4;Consolidation Phase: 2011–2016;168
16.3;LATAM: Lessons Learned and the Future;170
16.3.1;Lessons Learned by LATAM;171
16.3.2;Projections;173
16.4;Conclusions;174
16.5;Further Bibliography;175
17;12: General Motors: Globalization, Disruption, and Sustainability;176
17.1;Scale and Efficiency: Bigger Is Better;176
17.2;Regionalization: The Reality of “Distance”;178
17.3;Disruption: The Future Is Definitely Not What It Used to Be;180
17.4;Innovation: From Scale to Agility;182
17.5;Sustainability: What Business Are You Really In?;184
17.6;Conclusions and Takeaways;186
17.7;References;187
18;13: Unconventional Internationalization of Huawei: The Role of Core Values;189
18.1;Background;189
18.2;Core Values;190
18.2.1;Staying Customer-Centric;190
18.2.2;Inspiring Dedication;191
18.3;Huawei’s Internationalization Process;193
18.3.1;Local Immersion;193
18.3.2;Dynamic Location Choice: From Periphery to Core Countries;194
18.3.3;Intensive Customer-Driven R&D;197
18.4;Conclusions;198
18.5;References;200
19;14: People, Purpose, and Performance at Barry-Wehmiller: Business as a Powerful Force for Good;202
19.1;Truly Human Leadership;203
19.2;The Journey Toward Truly Human Leadership at Barry-Wehmiller;206
19.3;Processes and Initiatives to Engage Everyone in Creating the Future: Everybody Matters;212
19.4;The Barry-Wehmiller Culture;215
19.5;The Barry-Wehmiller Impact;219
19.6;References;220
20;15: Management After Acquisition Inside Multinational Companies from Emerging Economies: The Haier Experience;222
20.1;Introduction;223
20.2;Haier’s “Individual-Goal Combination” Model;223
20.3;Acquisition of Sanyo’s Home Appliance Business;225
20.3.1;Background;225
20.3.2;Haier’s Acquisition of Sanyo Home Appliance Business;226
20.3.2.1;New Organizational Structure;226
20.3.2.2;Implementing the “Individual-Goal Combination Model”;227
20.3.2.3;Result of the Implementation;228
20.4;Two Other Cases of Overseas Acquisition by Haier;229
20.4.1;Acquisition of the Thailand Factory;229
20.4.2;Acquisition of Fisher & Paykel;231
20.5;Conclusions;232
20.6;References;233
21;Index;234