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I’ve been fascinated for years by how some companies can do well by expanding offshore; sadly, most don’t succeed. It’s also interesting that becoming a national player seems to be an evolutionary process for a company before moving into the international space — a feat that only or two companies are able to achieve. I watched this with Japan in the 1960s and ‘70s. Sony made the transition from national to international brand quickly, while Japan’s car companies struggled to break out to international customers.  I worked for IBM long after it had become a multinational company. I learned that the company’s success was tied to a strategy of establishing entities as local businesses in countries they wanted to expand to. This process allowed them to function far more successfully than competitors who just tried to open up sales offices. Up until now, that IBM process was my gold standard; one that Lenovo, arguably the most successful Chinese comp

South koreaSouth koreansChuck robbinsFran katsoudasProgram critical for mitigating covidCountry digital acceleration programWhy empathyBum coo choGuy diedrichChief peoplePurpose officerBest placeதெற்கு கொரியாதெற்கு கொரியர்கள்சக் ராபின்ஸ்நாடு டிஜிட்டல் விரைவுபடுத்துதல் ப்ரோக்ர்யாம்