Business Despite Borders (eBook)

Santiago Iñiguez de Onzoño is President of IE University and a recognized influencer in global higher education. He is the past Chairman of AACSB and also serves on the boards of five leading international business schools in Asia, Europe and the Americas. He is the Vice-Chairman of Financial Times/IE Corporate Learning Alliance (CLA), a leading provider of custom education programs for companies worldwide, as well as one of the 500 Global LinkedIn Influencers. His previous two books, Cosmopolitan Managers and The Learning Curve are published by Palgrave Macmillan.                                            Kazuo Ichijo is Dean and Professor at the Department of International Corporate Strategy, the Hitotsubashi University​​ Business School, Tokyo, Japan. He received a PhD in Business Administration from the University of Michigan. His research interests are focused on organizational knowledge creation theory, and his research in this field has been globally recognized. Professor Ichijo is quite active in providing consulting and leadership training to a number of global companies for organizational renewal. He has been involved as a consultant and an outside board member in many corporate transformation activities.

Preface 5
Contents 7
Notes on Contributors 9
List of Figures 14
List of Tables 16
1: Business Globalization: The Nightmare of Populism and the Hopes Brought by Technology 17
Is Globalization Irreversible? 17
The Populist Time Bomb 17
The Process of Globalizing Business 18
Populism’s Reaction and Possible Consequences for Business Strategy 22
International Growth Avenues for Companies 24
The Role of Global Corporations and Their CEOs 26
The Impact of Big Data in Business Strategy and Marketing 28
Cloud Computing and Big Data Analysis 29
Pricing 30
Campaign Optimizing 31
Some Limitations and Conclusions on the Impact of Big Data 32
Business Schools as Trailblazers of Good Globalization 33
References 34
Further Bibliography 35
2: The Governance of Change: How Companies and Governments Should Adapt to Technological Disruption 37
The Macro Perspective: The Governance of Emerging Technologies 38
A New Reality: Exponential Change 38
The Challenge: The Great Decoupling 39
The Perverse Politics of Disruption 42
The Precariat 44
A New Paradigm: The Future Corporation 45
Conclusions and Takeaways 47
References 47
Further Bibliography 47
3: The Journey of Corporate Diversity in Tribal Times: Corporate Communities of Aspiration in MAPFRE 50
Introduction 51
Diversity: The Journey in Our Human Condition of Plurality 51
Corporate Diversity Management: Navigating Our Different Identities 53
Corporate Strategies to Manage Identities of Origin 54
Corporate Strategies to Manage Identities of Growth 55
Corporate Strategies to Manage Identities of Aspiration 56
Collective Individualism in Tribal Times 57
Corporate Communities of Aspiration and Innovation. The Case of MAPFRE 58
The Journey of Corporate Diversity in Tribal Times: Conclusions 60
References 61
4: The Global Expansion of Televisa 63
Company Overview 64
Televisa Segments 64
Content 64
Cable 65
Sky 65
Other Businesses 66
The Path Toward Internationalization 66
Strategic Alliances 67
Joint Ventures 68
International Acquisition 69
The Hispanic Market in the United States 70
Other International Markets 71
Current Challenges 72
Conclusions 76
References 77
5: How Technogym Created the Wellness Industry 78
The Rise of Technogym: The “Wellness Ecosystem” 79
The Health and Fitness Industry: Market Size and Emerging Trends 80
The Impact of Connected Systems 80
Technogym’s Background and Product Range: Launch and Development of the Startup 82
Key Financial Data 83
The Digital Strategy of Technogym 83
Product Lines and Customer Experience 84
Going Global 85
Conclusions and Takeaways 87
References 88
6: Leadership, Global Mindset and Internationalization of Sempertex: From One Country to Ninety-five Countries and Five Continents 90
Introduction 90
Leaders, Global Mindset and Business Across Borders 91
Sempertex: A Family Firm with Global Presence 93
About the Company 94
Family, History and the Second Generation 94
Current Sempertex CEO: Second Generation 95
Internationalization 96
Discussion: Global Mindset of the Leader and Internationalization of Sempertex 97
Conclusions 98
References 99
7: Movile: Sustaining an Innovative Culture on a Global Scale 102
Movile: A Global Player in the Mobile Market 103
Company’s History and Development 105
The “Movile Way” 108
Simultaneous Innovative Threads 110
Aggressive Marketing Strategy 111
Participative and Integrated Reporting and Control System 112
Transferring the Movile Way to Acquisitions 113
Conclusion 114
References 115
8: Delphi Automotive: An American Company … in Name Only 117
Filing for Bankruptcy 118
Emerging from Chapter 11 119
Megatrends2 119
Divestitures 121
Internationalization 122
Becoming a Global Player 125
Smart Products 126
International Strategy and Performance 128
Conclusions 129
References 130
9: Cineplanet: Developing South American Markets 131
Current Situation 131
The Peruvian Cinema Industry 133
Cineplanet 135
A New Wave of Expansion 138
Brazil: A Great Opportunity 138
Colombia: The Only Risk Is to Stay 140
Venezuela: Trouble=Opportunity? 141
Ecuador: From Adversaries to Allies 141
Caught Between Four Stools 143
Takeaways 143
Appendix: Character Profiles 144
Raffael Dawson 144
Tomas Bauver 144
References 145
10: Innovation Beyond Technology: Unilab 147
Unilab (Philippines), Incorporated 148
Building a Culture That Fosters Innovation 149
Small Experiments Within a Better Box 151
Bespoke Innovation Process 153
Localized Business Model Innovations 156
Regional Expansion 157
Expanding from the Core Throughout the Region 160
11: LATAM Airlines Group: From the End of the Earth to No. 10 in the World 162
Company Milestones During Its State-Owned Phase 163
Recent History: 1995–2016 165
Transformation Phase: 1995–2000 165
Regional Expansion Phase: 2000–2005 165
Efficiency Phase: 2006–2011 166
Consolidation Phase: 2011–2016 168
LATAM: Lessons Learned and the Future 170
Lessons Learned by LATAM 171
Projections 173
Conclusions 174
Further Bibliography 175
12: General Motors: Globalization, Disruption, and Sustainability 176
Scale and Efficiency: Bigger Is Better 176
Regionalization: The Reality of “Distance” 178
Disruption: The Future Is Definitely Not What It Used to Be 180
Innovation: From Scale to Agility 182
Sustainability: What Business Are You Really In? 184
Conclusions and Takeaways 186
References 187
13: Unconventional Internationalization of Huawei: The Role of Core Values 189
Background 189
Core Values 190
Staying Customer-Centric 190
Inspiring Dedication 191
Huawei’s Internationalization Process 193
Local Immersion 193
Dynamic Location Choice: From Periphery to Core Countries 194
Intensive Customer-Driven R& D
Conclusions 198
References 200
14: People, Purpose, and Performance at Barry-Wehmiller: Business as a Powerful Force for Good 202
Truly Human Leadership 203
The Journey Toward Truly Human Leadership at Barry-Wehmiller 206
Processes and Initiatives to Engage Everyone in Creating the Future: Everybody Matters 212
The Barry-Wehmiller Culture 215
The Barry-Wehmiller Impact 219
References 220
15: Management After Acquisition Inside Multinational Companies from Emerging Economies: The Haier Experience 222
Introduction 223
Haier’s “Individual-Goal Combination” Model 223
Acquisition of Sanyo’s Home Appliance Business 225
Background 225
Haier’s Acquisition of Sanyo Home Appliance Business 226
New Organizational Structure 226
Implementing the “Individual-Goal Combination Model” 227
Result of the Implementation 228
Two Other Cases of Overseas Acquisition by Haier 229
Acquisition of the Thailand Factory 229
Acquisition of Fisher & Paykel
Conclusions 232
References 233
Index 234