The Leap to Globalization

Whereas previous research concentrated on articulating what global strategies look like in large multinational companies with decades of experience in operations abroad, The Leap to Globalization focuses on how globalizing is realized over time in companies that start from a narrow geographic base. Three characteristics differentiate globalizing as observed in current practice from simple international expansion. First, globalization implies a redefinition of customer value; second, globalizing is an entrepreneurial process that transforms the company; and third, speed plays an essential role in globalization.

"Professors Gomez and Korine have written a book that I consider essential reading for firms going global. In demonstrating that globalization is not an end in itself, they emphasize how the process needs above all a total commitment, ambition and adaptabilty on the part of top management" --Raymond Barre, Former Prime Minister of France "Definitely a must-read for managers struggling with transitions. Through an accurate observation of examples, the authors are proposing a comprehensive process to optimize the success of any globalization. A true energy saver!" --Bruno Bonnell, chairman and CEO, Infogrames Entertainment

"Creating global value tomorrow is the great challenge of today. Based upon careful analysis of numerous company case studies, Korine and Gomez provide simple and effective guidelines to senior executives and entrepreneurs taking the leap into the global market." --M. Susan Kish, chairman, First Tuesday Worldwide

"Korine and Gomez have ably drilled down the mystique of globalization to bare bones and provided a brilliant guide on how to translate talk into reality. Together with the candid, no-holds-barred analysis of the risks, this book is a compelling read for decision-makers contemplating the leap." --Lim Hwee Hua, member of parliament, Singapore

"What makes this book extremely readable is the timely and targeted use of metaphors, based on research of real companies and real events. I recommend this book to managers both in central headquarters and regional offices to better understand what globalization really involves." --Gunter Zorn, president, Heidelberg, Asia

"Not only academics and strategy directors, but also corporate finance officers will benefit from working with this book. The authors provide a comprehensive guide to managing the process of globalizing over time." --M. Arikawa, chairman, Sony Global Treasury Services Plc.

Harry Korine is assistant professor of strategic and international management at the London Business School. Pierre-Yves Gomez is professor of strategy and director of the Rodolphe Mérieux Foundation for Entrepreneurial Management at the École de Management de Lyon.

Regardless of industry or size, today more and more companies face the globalization decision. With technological advances and market opening proceeding apace, and with globally oriented competitors taking aim at the last bastions of local dominance, globalization is at the top of the executive agenda of many companies that have historically considered their markets local or regional. Now, even start-ups and high-quality specialists, as well as formerly local monopolies like telecommunications companies and utilities, urgently need to develop a strategy for business without borders.

Whereas previous research concentrated on articulating what global strategies look like in large multinational companies with decades of experience in operations abroad, The Leap to Globalization focuses on how globalizing is realized over time in companies that start from a narrow geographic base. Three characteristics differentiate globalizing as observed in current practice from simple international expansion. First, globalization implies a redefinition of customer value; second, globalizing is an entrepreneurial process that transforms the company; and third, speed plays an essential role in globalization.

Drawing on four years of field research covering twenty-two companies from sixteen industrial sectors, the authors -- both renowned experts in the field of strategic management -- provide a framework for managing the globalizing process. They show how companies can create new value from globalization by effectively marketing products, services, and competences anywhere, regardless of national borders. The analysis of both successful and unsuccessful cases reveals models of best practice in taking strategic action, building organizational competences, and adapting to changing risks. Concrete examples provide points of reference for achieving speed in globalizing without compromising sustainability.

Regardless of industry or size, today more and more companies face the globalization decision. With technological advances and market opening proceeding apace, and with globally oriented competitors taking aim at the last bastions of local dominance, globalization is at the top of the executive agenda of many companies that have historically considered their markets local or regional. Now, even start-ups and high-quality specialists, as well as formerly local monopolies like telecommunications companies and utilities, urgently need to develop a strategy for business without borders. Whereas previous research concentrated on articulating what global strategies look like in large multinational companies with decades of experience in operations abroad, The Leap to Globalization focuses on how globalizing is realized over time in companies that start from a narrow geographic base. Three characteristics differentiate globalizing as observed in current practice from simple international expansion. First, globalization implies a redefinition of customer value; second, globalizing is an entrepreneurial process that transforms the company; and third, speed plays an essential role in globalization. Drawing on four years of field research covering twenty-two companies from sixteen industrial sectors, the authors -- both renowned experts in the field of strategic management -- provide a framework for managing the globalizing process. They show how companies can create new value from globalization by effectively marketing products, services, and competences anywhere, regardless of national borders. The analysis of both successful and unsuccessful cases reveals models of best practice in taking strategic action, building organizational competences, and adapting to changing risks. Concrete examples provide points of reference for achieving speed in globalizing without compromising sustainability.

This item is eligible for free returns within 30 days of delivery. See our returns policy for further details.