Harvard Business Review

FEBRUARY 8, 2018

This means that many emerging market risks get cut from the senior leadership agenda. They did not spend as much time thinking about local events that have implications for their emerging market operations. They devote far more time to internal execution and competitive risks than to external risks that can change the playing field.

Market Risk 8

Market Risk Marketing Supply Chain Company 8

Harvard Business Review

NOVEMBER 28, 2012

In 1998, Mo was running a highly profitable and stable engineering firm serving European mobile operators. He sold that company to do what no European operator would (though he begged them): Start an African cell phone company. He recently announced the next two growth markets for sizeable investment by his group are Iraq and Myanmar.

Uncertainty 8

Uncertainty CEO Chief Executive Officer Short-term 8

Harvard Business Review

SEPTEMBER 10, 2014

Ronald Reagan and Margaret Thatcher gave the idea political cover. The tight focus on generating returns drove many gains. As more firms became multinationals, fewer showed loyalty to particular communities or any hesitation to migrate their operations to wherever costs were lowest.

Supply Chain 11

Supply Chain Bureaucracy Short-term Agility 11