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The author reflects on some of the challenges Abraham Lincoln faced during his tenure as President of the United States during a period of high internal unrest and change as the union began to take the shape that it has today, and draws analogies to the issues now facing emerging economies in a globalising world.
HBR brings together the aerial photographic talents of Yann Arthus-Bertrand with the social philosophy of Charles Handy to produce a fascinating series of six pictures and words.
Stephen Green / Fred Hassan / Jeffrey Immelt / Michael Marks / Daniel Meiland
Four CEO´s and the head of an international recruiting agency talk about what they understand by the term “global” and what global leadership requires and where it can be found.
In a small and very poor rural community in India, Hewlett-Packard has established a so-called “i-community”, where the company creates public-private partnerships to accelerate economic development through the use of new technology, whilst opening new markets and developing new products and services. With one year of the three year project now past, the authors describe progress and observations so far.
The approach to emerging markets by large Western companies over the last twenty years has been typically characterised by a narrow and rather arrogant perspective, seeing the countries as collections of goods and services-hungry consumers waiting to be satisfied with the "standard" product. The authors called this “corporate imperialism” and go on to describe how these same companies might do it better. The article was originally published in 1998.
The switch in US foreign policy, from one of emphasis on achieving a stable environment for business to one that is obsessed with national security, has implications for leaders making strategic, international investment decisions. The authors attempt to give some guidance on how to deal with this destabilised and unfamiliar environment.
First published in 1995, the author reports on her work observing how a small community in southern USA managed to attract a disproportionately large amount of foreign investment and disprove the theory that globalisation is bad for local communities. She describes what it takes for a local economy to become a world class participant in the global economy.
From the HBR Case Study series, the American CEO of a US-Chinese joint-venture based in Shanghai is faced with a problem. His JV partners in China want to make a local acquisition, which in the short to medium term will only succeed in diluting margins. On the other hand, his boss in Ohio is unhappy with the profit situation and wants to see local rationalisation, an option that would be highly unpopular with the local partners. Four experts give the CEO their advice.
This article dates back to 1971 (!) and addresses the question of social responsibility for business executives, weighing up the trade-off between the economic imperative to maximize profitability and the more hypothetical imperative to improve society. The author draws on his own experience to show how this balance can be achieved.
First published in 1992 and now re-printed in the series “Best of HBR”, the authors conclude that there is no such thing as a global manager, but rather three groups of specialists – business managers, country managers and functional managers, plus top executives at global headquarters who manage the complex interactions between the three.
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