Executive Guidance for 2012 | Assessing Global Readiness: Adapting the Corporate Core to New Markets

Is your global strategy strong at the core?

The answer might surprise you. While companies across the size and experience spectrums wisely pursue large and powerful global opportunities, executives must consider five barriers that will put enormous pressure on the returns from new and emerging markets.

• Most globalization strategies lack credibility or clarity.
• Massive capital flows threaten company-level returns.
• Economic stagnation breeds new political and regulatory risks.
• Ineffective collaboration limits innovation.
• Labor market advantages are fleeting.

Global readiness does not necessarily have to be just about having the right products, services, or go-to-market strategy. The best companies are asking about their central function's—Finance, HR, Research, Legal, and IT—ability to simultaneously support core and newer market organizations without burdening either with costly or unresponsive operations.

Read Executive Guidance for 2012 and take the diagnostic to assess your company's global readiness. Both resources will help you and your team take aim on six imperatives that can help you drive corporate performance in new markets.