Week 1 reading 1 Going Global
Lessons from Late Movers
Managers either lack confidence in their organization's ability to climb the value curve or they lack the courage to commit resources to mounting that challenge. Ranbaxy into "an inter-national, research-based pharmaceutical company." Ranbaxy cannot change India. What it can do is to create a pocket of excellence. Ranbaxy must be an island within India. they had to find strategies in which being a late mover was a source of competitive advantage rather than a disadvantage. Finally, they bad to develop a culture of continual cross-border learning. Winning companies enjoyed global success because they learned how to learn from the constant flow of new demands, opportunities, and challenges that international competition brings.
Breaking Out of the Marginal Mind-Set
First, some companies feel as though they are locked in a prison of local standards because of the gap between technical requirements and design norms at home and world-class standards abroad. Second, management is either unaware of the company's global potential or too debilitated by selfdoubt to capitalize on it. Finally, there are a few companies for which the liability of origin derives from a limited exposure to global competition, leaving them overconfident in their abilities or blind to potential dangers. our emerging multinationals started to overcome them by creating a push from home and a pull from abroad. There are basically two ways for a company to create a push from home. In the first, a moment of truth stimulates
the initial steps down the long path toward internationalization. The second way to create a push from home requires a leap of faith more than a shock of recognition.
if companies are to use international expansion to move up the value curve, they also
need to invest in the management capabilities of their overseas units to provide pull from abroad
Benchmark and sidestep. Confront and challenge.
The trick is to protect...