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Perspectives on global organizations

What does it take to manage a global organization well?
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In these articles and interviews we explore how companies are using new organizational models and approaches—often enabled by technology—to thrive as global entities in both emerging and established markets. We look at strategies for developing global leaders, defining organizational structures, and achieving the right balance between global, regional, and local balance priorities.

Articles in this compendium

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An interview with Jesse Wu, Worldwide Chairman, Johnson & Johnson Group of Consumer Companies

The worldwide chairman of Johnson & Johnson's consumer group talks about how the company integrates its acquisitions, how companies can ensure that more executives from emerging markets have opportunities to join global leadership teams, and why global companies are better at allocating capital than their local competitors. 

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An interview with Michael Cannon-Brookes, Vice President, Business Development, China and India, IBM Corporation

IBM's vice president of global strategy for growth markets talks about cultural changes that are critical to successful growth in emerging markets.

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An interview with Nick Blazquez, President, Africa, Diageo

In this interview, Nick Blazquez discusses Diageo's growth strategies, the role of partnerships in its success, and how it attracts and develops people through a reliance on core values.

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An interview with Santrupt Misra, Aditya Birla Group HR Director and CEO of Carbon Black

The Aditya Birla Group is an India-based multinational conglomerate that has operations in 40 countries and gets more than 56 percent of its revenue from outside India. 

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Getting more value from your global footprint

Connections between people are the glue that holds the company together. Getting these right costs little and delivers substantial value. 

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Getting ruthless with your processes

Consistent global processes add value—up to a point. New research helps companies find the right balance between consistency and flexibility. 

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How Western multinationals can organize to win in emerging markets

As organizations from the developed world shift their focus to emerging markets, they must adjust their structures, processes, and decision making speed to compete successfully.

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Next-generation global organizations

To capture the opportunities of emerging markets and to counter the penalties of operating globally, the next generation of global organizations is beginning to be defined. 

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Reinventing the global corporate center

Headquarters still have a key role to play but must focus more tightly on the right activities. 

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Structuring your organization to meet global aspirations

The matrix structure is here to stay, but its complexity can be minimized, and companies can get more value from it.

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Winning the talent war in local markets by staying global

New ideas can help global companies successfully compete for scarce talent in new markets. 

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