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The international leadership challenges: becoming a global corporation

Author: Doz, Yves L. INSEAD Area: StrategyIn: Innovation, integration and strategic processes: a managerial approach by S. Barlinn, 1991 Language: EnglishType of document: INSEAD ChapterNote: Please ask us for this itemAbstract: Multinational companies need to respond to the specificity of local markets, to gain advantages from being global, and to foster and leverage opportunities for innovation and new business development. This chapter summarizes how top management can concentrate their efforts to meet these needs around five areas: developing people in the internationalization process of the firm, promoting the type of markets and behaviours most effective in global companies, developing intense communication between subunits, differentiating their strategic roles, and using a common strategic ambition and a clear strategic architecture as the "common glue" in their company
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Multinational companies need to respond to the specificity of local markets, to gain advantages from being global, and to foster and leverage opportunities for innovation and new business development. This chapter summarizes how top management can concentrate their efforts to meet these needs around five areas: developing people in the internationalization process of the firm, promoting the type of markets and behaviours most effective in global companies, developing intense communication between subunits, differentiating their strategic roles, and using a common strategic ambition and a clear strategic architecture as the "common glue" in their company

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