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This article gives a detailed framework for evaluating whether -- and how -- to globalize an individual firm's corporate strategy. The author stresses the opportunities for gaining competitive advantage and provides examples of companies that have exploited globalization drivers and strategy levers. He also discusses the relative merits of global and multidomestic strategies in various strategic situations.

International businesses faced new strategic challenges in the 1980s. Corporations that had once succeeded with relatively one-dimensional strategies -- efficiency, responsiveness, or ability to exploit learning -- were forced to broaden their outlook. Successful "transnational" corporations integrated all three of those characteristics. They did so by building on the strengths -- but accepting the limitations -- of their administrative heritages. This is the first of two articles; the second will describe how actual companies made that transition.

After strategies are set and plans are made, management’s primary task is to ensure that these plans are carried out.

In this paper, the author suggests that the key element to successful implementation of solutions to managerial problems lies in the improvement of face-to-face relationships. He goes on to articulate the factors involved in building and maintaining effective interpersonal communication. Particular attention is given to the repair strategies and skills needed to mend damaged relationships.

Accountability, strategy, and resource challenges can hamper responsible AI efforts — but they can be overcome.

Knowledge sharing platforms may not deliver full value if users are focused on self-promotion, not learning from others.

Executives must confront a strategic planning blind spot: their assumptions about the future business context.

A data monetization matrix can help leaders assess opportunities and approaches for converting data into revenue.

Companies from Zoom to Slack lean on the product itself to find customers and convert them to paying.

To build resilience into DEI initiatives, companies must invest in programs that support underrepresented employees.