Global Perspective Archive

An offshoring expert argues that companies could compete and profit best by outsourcing to small, more developed countries.

India’s Tata, one of the world’s largest conglomerates, is basing an ambitious global strategy on 142 years of social entrepreneurship.

The newest corporate stakeholders — government representatives — must learn to become effective agents for reform.

For global companies, ignoring China is not an option. But they must adapt their strategies to the country’s changing markets, increased competition, and shifting government priorities.

The lessons of history suggest that if we want to reduce poverty in emerging markets, regulation reform and business success are prerequisites, not outcomes.

Instead of bashing bonuses, let’s put in place the incentives we need: linking compensation to risk and capital.

At the World Economic Forum’s summer meeting in Dalian, China, four experts discussed the challenges and opportunities that aging populations present to business.

William Fung, the head of an old and very large Hong Kong trading company, on making and selling products in a vastly altered global landscape.

Which manufacturing operations should return to the United States?

A conversation with Nick Pennell and Rob Fowler

Executives should track Internet commentary in China to protect their company’s reputation — and market position.

Economic recovery in China, India, and elsewhere in the region could be the strongest source of sustained global growth for years to come.

Regulations and consumer expectations are changing. The business models, capabilities, and practices of the financial-services industry must change with them.

If nuclear energy represents a genuine way to deal with climate change, let’s test it through a massive joint project involving the U.S., Japan, France, and China.

If Middle East countries use lower oil prices as an excuse to neglect development of roads, bridges, and power lines, their bright future could be stymied before it begins.

Once associated with pirated goods, China’s shan zhai companies have become competitive players, even in mature industries.

With the right conditions in place — education, entrepreneurialism, and environmental awareness among them — a young, eager, educated workforce can be the key to prosperity.

India’s burgeoning middle class is fueling automobile sales, though most consumers still choose two-wheel vehicles — at least for now.

Noble Group CEO Richard Elman discusses risk, opportunity, and his growth strategy for the commodities business.

The CEO of Applied Materials offers a road map for the adoption of solar energy technologies in the United States.

How to spend $800 billion and actually improve the nation’s infrastructure.

Even as they struggle through the economic meltdown, vehicle makers can look ahead to a high-growth, flexible, global future.

In their quest to build sustainable economies, the Gulf states of the Middle East are learning to manage opposing forces.

The management author and former CEO of Intel Israel on the need to do the unexpected and attempt the impossible.

How a conference of multiple stakeholders is bringing financial investment to a region marked by conflict.

Lenovo’s ill-fated ambitions reveal the difficulties China faces in developing and managing innovative global corporations.

Nirmalya Kumar, a professor of marketing at the London Business School, argues in a new book that although the world economic crisis may have taken the bite out of some Indian companies, most will adapt and emerge globally.

In considering the relationship between the public and private sectors, it’s time to distinguish the plausible visions of the future — such as a new regulatory environment — from those, like permanent government ownership of banks and industry, that are not plausible.

Mobile phone operators are turning to LTE as the fourth-generation technology to provide inexpensive wireless broadband access for cost-conscious consumers and businesses.

A survey finds that information technology is a neglected asset in joint ventures, leading to disturbing results.