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International Press / 2009

Doubts linger over globalisation trend
Financial Times
December 28, 2009

Two years after Akzo Nobel of the Netherlands completed its £8bn purchase of ICI, the British company’s logo has yet to vanish from tins of Dulux, its best-known product.

Hans Wijers, Akzo Nobel chief executive, says there is no hurry to ditch the association between the paint brand and its former owner. “We will do it step- by-step.”

This gradualist approach to rebranding is one reason why the ICI deal has provoked little backlash in the UK. More importantly, however, Akzo Nobel has benefited from the country’s general openness to foreign takeovers over the past decade.

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International Press / 2009

Markets and globalization: Chicago, Harvard and the way forward
Roland Berger Strategy Consultants News
December 22, 2009

By Pankaj Ghemawat
The financial meltdown and other recent upheavals in global markets have raised questions not only about the efficiency of markets, but about globalization as well. Anti-globalizers have sounded the death knell for what they view as exaggerated faith in financial integration, while pro-globalizers have sometimes responded by denying that significant market failures have occurred at all and by blaming governments for the crisis. Thus, in an interview in early 2009, Rupert Murdoch remarked:

"It's very easy to blame the free market but how did we get the housing bubble? We got it because of Congress pushing Fannie Mae and Freddie Mac into lending money to people who couldn't afford it and blowing up the price of housing; a Fed which was too loose with the money. It just led to this very naturally. When you get a bubble, it has to be lanced and it's painful."

Murdoch's perspective may resonate with those who are already in thrall to the magic of the markets, but it probably won't help convince anybody at the margin.

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International Press / 2009

"Hidden benefits of the brain drain"
The Economic Times
November 2009
Three Indian Americans (Khurana, Chandrashekhar and Ramakrishnan) have won Nobel Prizes in the sciences. Indians are prominent in academia (Jagdish Bhagwati, Avinash Dixit); in management ( C K Prahlad, Pankaj Ghemawat); in business (Indra Nooyi, Amar Bose, Vinod Khosla); and medicine (Sanjay Gupta of CNN, Deepak Chopra). One-third of Silicon Valley engineers are Indian. Wall Street is replete with Indians. The big Wall Street scandal today is the insider trading case involving the Galleon Fund. The New York prosecutor is Preet Bharara, the accused is Rajaratnam, and the chief witness is Roomy Khan. You could be forgiven for thinking this was a Dalal Street scandal.

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International Press / 2009

《世界不是平的?!
China News
10 de octubre de 2009

作者Pankaj Ghemawat
导论
我要以橄榄球(football)这个比喻阐述全球化的观点也就是我所说的半全球化。
这项运动的全球化在第一次和第二次世界大战之间因为主管当局对球员跨国发展设限而走上回头路。
1950年代末期到1960年代初期皇家马德里成军集结各国球员成为欧洲首见的主要球队。直到1980年代末期西欧球队对于每个球队外籍球员的人数还是限制在13名之东欧国家则对本国球员出口设限。
员移动性的限制在1990年代大致上已经消失,虽然可以转战其它球队,但还是不能跨国发展。不过东欧和其它比较贫穷的国家在经济压力下,取消球员跨国发展的限制,并对许多当地球队出口导向的策略以及当地培养出口球员的足球训练中心松绑。

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International Press / 2009

"Globalony", he said: the final management guru in our series
Economist
August 7, 2009

Pankaj Ghemawat (born 1960) is one of the younger representatives of the Indian gurus of management-men who straddle cultures, American, European and Asian, and throw new light on corporate behaviour, and particularly its global aspect.

Ghemawat follows in the steps of Sumantra Ghoshal (see article), whose early work was on managing across borders, and C.K. Prahalad (see article), whose later field of interest was “the base of the pyramid”—helping businesses to work with poorer customers. In 1991 Ghemawat became the youngest-ever full professor at Harvard Business School, no mean achievement. He gained a PhD in business economics from Harvard University and then went to work for consulting firm McKinsey & Company in London for a couple of years before returning to Harvard to teach.

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International Press / 2009

Globalisierung: Mythos und Realität
CitiFirst
May 5, 2009

Die Welt befindet sich in einer schweren Rezession. Der Außenhandel ist eingebrochen. Hat uns die Globalisierung auf einen Irrweg geführt? Die Antwort: Nein. Freier Welthandel nützt allen Ländern – auch den armen.
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International Press / 2009

Taking advice with a grain of salt
The Globe and Mail
April 27, 2009

International business strategy can be tricky - and even more perilous if you follow the prevailing advice of the top gurus, according to a professor at the Haskayne School of Business in Calgary. Alain Verbeke analyzed all the international strategy papers written during the past 30 years in the most influential journals aimed at managers, and then focused on 45 classics to dissect in his new textbook. He found the advice poor, concluding it was based either on sloppy research or the writers being prisoners of the prevailing outlook and not thinking broadly enough. Here are five areas to beware of in today's orthodoxy:

Core competencies
Most managers seriously overestimate how effectively they can transfer their firm's successes to new markets, be it Canadian firms trying to break into the United States or Wal-Mart beating an ignominious retreat from Germany. C.K. Prahalad and Gary Hamel told us that firms should focus on core competencies that are centrally conceived and can be deployed evenly around the world. But Prof. Verbeke says that once a firm crosses a national border, it needs enormous resources to adjust to local economies and can't count on the formula from head office. That's why most of the action in large multinational enterprises occurs in foreign affiliates and divisional headquarters, not at head office - and why companies aren't uniformly successful across the globe.

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International Press / 2009

How to Use Downtime to Repair Your Organization
BNET
April 24, 2009

Want to help your company survive the recession? Use this downtime to engage in some long-term planning, says Pankaj Ghemawat, the Anselmo Rubiralta Professor of Global Strategy at IESE Business School in Barcelona.

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International Press / 2009

The Risk of Not Investing in a Recession

MIT Sloan
April 1, 2009

 

By Pankaj Ghemawat

The challenge for managers during a downturn is to find the balance between pursuing too many unprofitable investment opportunities and passing up too many potentially profitable ones.
Two very different ways of thinking about investment and risk are headed for a showdown. One emphasizes the financial risk of investing; the other concerns the competitive risk of not investing. In normal times, the bearishness of the former tends to (or is supposed to) complement the bullishness of the latter. But the balance between the two seems to break down at business-cycle extremes. Specifically, at the bottom of the business cycle, companies seem to overemphasize the financial risk of investing at the expense of the competitive risk of not investing. Once-in-a-cycle errors of this sort can create a lasting competitive disadvantage, which is reason enough to write (and read) an article on the risk of not investing while the economy is still weak.

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International Press / 2009

Spaniens Autofabriken droht das schnelle Aus
Die Welt
March 23, 2009

Die Jahresproduktion der spanischen Autoindustrie fällt auf 20-Jahres-Tief. Die Überkapazitäten in ganz Europa gefährdet auch die spanischen Standorte. Auch im Inland sieht es nicht gut aus: Die Nachfrage in Spanien ist um fast ein Drittel eingebrochen – eine Abwrackprämie ist der Regierung zu teuer.

Wirtschaftsprofessor Pankaj Ghemawat ist eigentlich ein Optimist. Doch wenn es um die Zukunft der spanischen Autoindustrie geht, sieht er rabenschwarz. "Länger als fünf Jahre wird diese Industrie in Spanien nicht überleben", sagt der gebürtige Inder, der an der privaten Wirtschaftshochschule IESE in Barcelona lehrt.

Das hätte dramatische Auswirkungen, steht doch die Automobilindustrie für 25 Prozent der Exporte Spaniens und trägt fast sechs Prozent zum Bruttoinlandsprodukt (BIP) bei. In achtzehn Autofabriken arbeiten rund 75.000 Beschäftigte. Sie wissen, dass durch die Überkapazitäten in Europa und die sinkende Wettbewerbsfähigkeit der heimischen Industrie ihre Arbeitsplätze gefährdet sind.

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International Press / 2009

Smooth Sailing: Infosys rides high on efficiency as rivals buckle
The Economic Times
March 19, 2009

BANGALORE: At a time when domestic and multinational rivals are struggling to maintain profitability because of pricing pressures, India's second-biggest software company Infosys Technologies continues to report an operating margin of over 25%, helped by better rates, a robust banking software product business and its reputation as an efficiently run and ethically governed company.

"Margin is a function of how efficiently you run a company and we have been able to sustain our margins since 1993," chief executive and one of Infosys' founders S Gopalakrishnan told ET. "We believe in running business optimally, in good or bad times."

Not surprisingly then, when competitors such as TCS, Wipro and HCL Technologies are postponing joining dates for new recruits, Infosys is keeping its commitment and that too at better salary levels than last year.

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International Press / 2009

Autoindustrie vor dem Kollaps
Frankfurter Rundschau
March 17, 2009

Produktion und Verkäufe schrumpfen um die Hälfte. Beobachter prophezeien eine Verlagerung von Werken. Von Martin Dahms

Die Automobilindustrie wird in Spanien nicht länger als fünf Jahre überleben", glaubt der indische Volkswirt Pankaj Ghemawat von der IESE Business School in Barcelona. So deutlich hat das vor ihm niemand öffentlich gesagt.

Spanien ist nach Deutschland und Frankreich Europas drittgrößter Autoproduzent, doch die spanischen Autobauer erleben schlechte Zeiten. Im vergangenen Jahr ging die Produktion aller 18 spanischen Autofabriken um zwölf Prozent zurück. Was nur ein Vorbeben war: Im Januar schrumpfte die Produktion im Vergleich zum Vorjahresmonat um 53 Prozent.

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International Press / 2009

India, la cuna del nuevo management
El Cronista Comercial
Marzo 9, 2009

Este país no es sólo una gran potencia económica. En el último tiempo, se convirtió también en una gran proveedora de gurúes de management. Contar con un experto indio se volvió un mandato infaltable para cualquier congreso de management que se precie. Conozca quiénes son los líderes.

Expansión
No hay certamen, foro o congreso sobre gestión empresarial que se precie que no cuente entre sus invitados, como mínimo, con un gurú indio. Apellidos como Narayandas, Ghemawat o Charan suenan con fuerza al hablar de marketing, estrategia o liderazgo. De hecho, Bill Gates ya no es el hombre más rico del mundo, pero tampoco el más influyente en el mundo de los negocios, honor que este año le corresponde a C.K. Prahalad, gurú indio que lidera el ránking Thinkers 50, un selecto grupo formado por el medio centenar de pensadores y ejecutivos más influyentes del cosmos corporativo.


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International Press / 2009

Making the grade in Europe: business schools meet new external communication challenges
Communication World
January-February, 2009

MBA programs and executive education have gained currency around the globe in recent years. In Europe, leading business schools have steadily acquired momentum, and currently rank alongside their U.S. counterparts in international surveys conducted by publications such as BusinessWeek and the Financial times on MBA and executive education programs.

With this growth, however, have come new challenges for the schools' communicators. New technologies have sped up the process of disseminating management research. Online video, podcasts and blogs have reshaped the way communicators present scholars' ideas to target audiences. At the same time, communication teams have had to remain highly attuned to Europe's increasingly interconnected business world, and to its diverse cultures and languages.

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International Press / 2009

Business Schools Are International? That's Just 'Globaloney'
Chronicle of Higher Education
February 20, 2009

Katherine Mangan
San Francisco -- For years, business schools have battled for bragging rights over which ones were the most globalized as they established partnerships and programs around the world. But new questions are being raised about whether the sweeping globalization of management education has amounted to more rhetoric than reality, and whether, faced with a worldwide economic meltdown, the schools can afford to continue expanding overseas.

"It's time to stop pretending that we're doing more than we really are," Edward A. Snyder, dean of the University of Chicago's Booth School of Business, told a packed audience here this month at the annual deans' …

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International Press / 2009

Indian tech firms need a new biz model to survive crisis: Ghemawat
The Wall Street Journal
February 16, 2009

At the age of 31 in 1991, Pankaj Ghemawat became the youngest full professor in the history of Harvard Business School. He had joined the faculty in 1983. A professor of global strategy at the IESE Business School, University of Navarra, in Spain since 2006, Ghemawat is famous for challenging The New York Times columnist Thomas Friedman's theory that the world is flat in his eponymous book...

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International Press / 2009

China and India take on the multinationals
Financial Times
February 12, 2009

What will the ranks of the world's leading multinational corporations (MNCs) look like 25-50 years from now? And what will be the effect of the rebalancing of economic activity towards China and India, in particular, if they continue to grow rapidly and regain some of the share of gross domestic product that they ceded in the 19th and most of the 20th centuries?...

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International Press / 2009

Tertiary-education CEOs to face pay freeze as recession bites?
Scoop
February 12, 2009

State Services Commissioner Iain Rennie, who controls the salaries of senior state servants, including vice-chancellors and other tertiary-education chief executives, is saying that he expects all senior leaders across the state sector will exercise restraint in this year’s wage round. Mr Rennie has come under increasing pressure from politicians and the public to cap the salaries of highly ranked state servants.

Tertiary-education heads’ salaries range from those at Te Wānanga o Raukawa and Te Whare Wānanga o Awanuiarangi where, according to the latest report of the State Services Commission (SSC), the chief executives were paid under $100,000 in 2007, to the vice-chancellors of Massey University and the University of Auckland who were paid in a band ranging from $520,000 to $529,999 during the same period.

Twenty-nine of those chief executives and vice-chancellors are recorded as earning more during 2007 than the prime minister’s current salary of $176,000. Prime Minister John Key and Governor-General Anand Satyanand ($187,000 per annum tax free), have both requested that their salaries not be increased this year in light of economic circumstances.

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International Press / 2009

Nasscom meet to focus on growth strategies
The Hindu Business Line
February 11, 2009

Our Bureau
Bangalore, Feb. 10 The 17th edition of the annual Nasscom India Leadership Forum takes off in Mumbai on Wednesday.

The number of registered delegates has fallen 20 per cent this year to about 1,200, compared to about 1,500 last year. Interestingly, the number of companies, from which these delegates come, has increased this year.

While those numbers were not immediately available, Ms Sangeeta Gupta, Vice-President, Nasscom, said that the number of companies represented this year is greater than the 600 companies that last year’s delegates came from.

She explained this saying, “Earlier, large companies used to send about 25-30 people. With the environment being what it is today, representation is muted. But the number of companies from which these delegates come spans small, big, domestic and West-based companies.”

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International Press / 2009

Een andere toekomst voor multinationals
Trends
February 9, 2009

In een tijd van grote onzekerheid is het niet ongepast zich eens te buigen over de zaken die onze wereldeconomie de jongste decennia in grote mate beïnvloed hebben. Bijvoorbeeld: de opkomst van zogenaamde multinationals die dankzij de globalisering aan belang wonnen.

Het boek is een strategische leidraad voor topmanagers en bestuurders van grote multinationale ondernemingen. Een materie die een essentiële component vormt voor MBA-opleidingen en executive MBA-programma's. Verbeke levert in zijn boek een diepgaande bespreking over 45 invloedrijke artikels uit de Harvard Business Review, Sloan Management Review en California Management Review. De analyse beperkt zich niet tot een droge beschrijving van de inhoud, maar concentreert zich op een grondige kritische analyse van de 'onzekerheden' in deze - nochtans befaamde - artikels. Op die manier komen vooral de soms totaal verkeerde adviezen aan managers naar boven!

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International Press / 2009

The changing language of search: part 2. Global English
Searcher
February 1, 2009

In the first part of this series on the changing language of searching, we looked at Nu Speak, the newest version of a shorthand that is changing the face of communication and invading the repositories and websites of the internet. But another challenge for searchers could dwarf the impact of Nu Speak, a more complex change in language resulting from the globalization and emerging omnipotence of the internet--the rise of a global form of English.

International English (also called the new Englishes, English as Lingua Franca, or Global English) stems from the growth and spread of the language as the common language used on the global internet, among other reasons. Today more than 75 countries (2 billion people) have English as the national or dominant language. More than 400 million people speak English as a first language and, more significantly, more than 750 million people speak some form of English as a second language. English is also the most common language for communicating technological, academic, scientific, aviation, entertainment, diplomatic, and international trade information today.

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International Press / 2009

Best Business Books 2008
Strategy Business
January 21, 2009

The battle between Sony and Samsung highlights the increasingly global nature of competition, a subject ably addressed in Redefining Global Srategy: Crossing Borders in a World Where Differences Still Matter, by Pankaj Ghemawat, professor at IESE in Barcelona. 

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International Press / 2009

Should you invest in IT stocks now?
DNA
January 13, 2009

Indian IT has it pretty bad right now. he furore over financial bunglings by the promoters of Satyam Computer is still raging, and news has it that Wipro has been barred from contesting for direct contracts from the World Bank for four years beginning June 2007 on charges of bribery. Wipro made the disclosure only on Monday.

The third quarter earnings season is about to start. Typically, the information technology companies are the first to announce quarterly results.

Things really do not look too good for them even though some experts would have us believe otherwise. The IT firms are not saying much right now, suggesting the problem is deeper than it appears.

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International Press / 2009

U.P.D.E.S.H.
The Economic Times of India
January 9, 2009

THE SCORECARD ON Indian globalisation that I issued last year in these pages attracted a fair amount of commentary, most of it critical: one reader even dubbed me "Professor Pessimist." How out of touch I was with the spirit of the times became clearer later that month, at Davos. The financial crisis was gathering steam, and most of the Western participants seemed subdued, ...

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International Press / 2009

Indian managers need to stay optimistic
The Economic Times
January 9, 2009

The scorecard on Indian globalisation that I issued last year in these pages attracted a fair amount of commentary, most of it critical: one reader even dubbed me "Professor Pessimist." How out of touch I was with the spirit of the times became clearer later that month, at Davos. The financial crisis was gathering steam, and most of the Western participants seemed subdued, at least until they hit the receptions. But the Asians seemed to be in a better mood, and the large Indian contingent struck me as particularly ebullient, even by day. There was much talk, as I recall, of decoupling that would allow emerging economies to keep up their growth momentum even as advanced economies slowed down.

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International Press / 2009

For big business, globalisation presents international opportunites but also localised problems
The Globalisation Challenge
January 2009

The accessibility of the flat earth concept of globalisation has allowed it to have a significant influence on the way companies run. However, for IESE's Professor Pankaj Ghemawat, the power of local difference has been overlooked, writes Nigel Ash...

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