Globalization is very much in the news today. Numerous companies have engaged aggressively in internationalization, propelled by the conviction that this is an irreversible market trend. From Local Champions to Global Masters warns that the decision to internationalize is often made for the wrong reasons. The authors exhort readers to analyze potential benefits and risks. They also advise selecting the organizational structure and expansion methods in accordance with the principal objectives to be served, such as cost savings, sales development, or learning opportunities.

Globalization is often cited as a factor accelerating competitive pressure. It has also been studied at length from the intercultural relations and organizational angle. Strangely enough, however, few authors have focused upon its strategic implications. The authors, McKinsey consultants, show how recognizing the stakes of globalization can lead companies to completely rethink their strategy. They also explain how managers can help the company find the most promising path.

After studying the global organization methods of the most effective corporations, the authors have concluded that the traditional concept of a central entity surrounded by cookie-cutter satellites is henceforth outmoded. Companies are therefore advised to take a completely different tack and apply differentiated organizational principles specifically adapted to each field and line of business in the corporation. The book then describes the best management processes for effective coordination of scattered resources.

This book, devoted to human resources management in large multinationals, describes the major transformations that these corporations must undergo to develop an effective global HR model, as well as the key human resources policy drivers that support such transformations.

Forget what you knew about Japan prior to 1985! Leveraging Japan teaches us that the new Japan holds promising opportunities for foreign corporations: consumers have westernized; many protectionist measures have been lifted; the distribution system is more accessible. The authors show how Western companies can profit from this new market provided they know enough to adapt their techniques to Japanese culture.

The reopening of the huge Chinese market in the eighties made Western companies rub their hands in anticipation. Hopeful corporate pioneers became disenchanted rapidly, however. Many pulled out as they tired of coping with joint-venture partner conflicts, low productivity, fierce competition, bureaucratic headaches, etc. The former CEO of PricewaterhouseCoopers in China interviewed the leaders of eleven companies that managed to forge a position in this market despite these challenges. The New Silk Road presents their conclusions on the reasons for their success.

This book provides general guidelines on how to get established in emerging countries and regions, such as Eastern Europe, China, etc., and recommends the following five-step sequential approach:

• build an information network;
• start as a buyer,
• sell equipment or technical support;
• sign manufacturing agreements;
• establish proprietary plants.

In addition to this general approach, the author offers numerous practical tips taken from concrete experience.