Before industrial companies sell assets, they must understand the motivations of the full array of potential buyers, especially those emerging in the East.

Placing a new research, design, or engineering center in emerging markets demands more than just “location, location, location.”

The CEO of HCL Technologies describes how he focused his company on growth by engaging staff in unprecedented ways.

As director of human resources (and CEO of a prominent subsidiary), Santrupt Misra oversees the Aditya Birla Group’s strategy for cultural change as it steps out onto the world stage.

For Girish Paranjpe, co-CEO of India’s Wipro Technologies, the best response to economic crisis was reinvestment: in people, green technology, and expansion.

Providing new goods and services to “bottom of the pyramid” customers requires a radical rethinking of product development.

Farming out product design and development can be a risky venture, as many organizations have learned the hard way. Here are five steps to making it work.

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

Faced with plummeting demand, automakers should make vehicles with features that match customer preferences.

It has long been common wisdom that smart companies don’t outsource the core operations that define them and set them apart from the competition. But that is starting to change as companies contract out elements of their engineering, design, and research and development. Innovation is going global, with pockets of technology and engineering expertise springing up for rent in Asia, Eastern Europe, even Africa. Smart companies are dramatically reconfiguring their processes and innovation footprint — the physical network of operations — to take advantage of that trend. Booz Allen Hamilton’s experts weigh in on the new rules of global innovation.

For companies that want to build a global growth engine, offshoring innovation is both a challenge and a necessity.