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“A timely and insightful call to establishment leaders to rethink the world business equation. Charan encourages leaders of the North to strategize and operate with a different and more realistic mind set if they are to counter the thrust of exuberant, ever more affluent and confident leaders of the South. A must read for those seeing a more growth orientated future.” —Larry Bossidy, former Chairman and CEO of Honeywell
“Global Tilt is more than just a crisp and insightful look at the North to South power-shift taking place in the world today. It’s a brilliantly crafted managerial and strategy blueprint for leaders of businesses and organizations that are trying to make sense of this dynamic new landscape. This is Ram and his sharp strategic acumen at his very best. No CEO’s library should be without it.” —Muhtar Kent, Chairman of the Board and Chief Executive Officer of The Coca-Cola Company
Cuts to the core, right from page 1. The first chapter sets the agenda and you are immersed. In his inimitable way, Prof. Ram Charan then proceeds to give us the solutions. An enormously educative must-read for every business leader." —K.V. Kamath, Chairman, Infosys Limited
"Ram Charan has this rare ability to distill meaningful from meaningless and transfer it to others in a quite effective way without destroying confidences." —Jack Welch
"He probably knows more about America than anybody." —Richard Harrington, CEO Thomson Corporation
"He is constantly providing depth to issues, not just answers." —Ivan Seidenberg, former chairman and CEO, Verizon Communications
"He's helped me in business, in government and in the nonprofit." —Gaston Caperton, former governor of West Virginia, president and CEO of The College Board
"Ram is a catalyst in the real sense of that word. Her facilitates things happening ... and is an immense source of energy." —John Reed, former CEO of Citibank
“This is necessary reading for anyone charged with strategic planning or investing in emerging markets; for the rest of us, it’s fascinating information to absorb and a window onto our economic future.” —Publisher's Weekly
From the Hardcover edition.
Verdict Stories of how Fortune 500 companies are adapting to new markets gives the reader some footing; otherwise, an unusually dense text discerning global trends in the marketplace.—John Rodzvilla, Emerson Coll., Boston
(c) Copyright 2013. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.
A CALL TO ACTION FOR THE NORTH
If you’re a leader in a North company, you have a narrow window of time in which to make a decisive tilt in your approach to running the business. You cannot rely on traditional approaches to competitive analysis, strategy, and execution. Your leadership must start with a clear grasp of the global context. While the North is suffering from low or no growth, the South is on the move, even now as the global economy cools. Projections with a long enough time horizon, say ten and twenty years out, capture the steepness of the growth curve of the South and the enormity of the opportunity. Companies that miss the window may permanently lose the chance to gain footing in the South, and at the same time, they make themselves vulnerable to attack on their home turf sometime down the road.
You can’t dwell on whether the help that Southern companies are getting from their governments is “unfair.” Life is unfair. Once you drop your defensive psychology and grasp the shift in economic gravity, the lightbulb will go on: How then do we pursue these opportunities fast enough and without losing sight of our home markets, which after all are still huge in absolute terms and attractive to competitors from the South? The answer lies in fundamental changes in how you think about strategy, as well as changes in power, resource allocation, and decision making, and in your personal development as a leader.
Opportunities in the North won’t disappear, but companies that remain only in the North will struggle to find growth. Small moves into foreign markets designed to test the waters are not sufficient to meet the dynamism of South-based competitors. More and more, when the time and opportunity are right, you will face decisions about whether to make a big strategic bet or become entrepreneurial on a mega scale, as heavy hitters in the South do. In either case, you’ll need a bigger appetite for risk than many Northern CEOs and their boards are accustomed to, and you might have to consider new kinds of partnerships to scale up quickly.
The simultaneous growth of many nations’ economies is making “large scale” larger than ever, and the South is achieving it astonishingly fast. The barriers to entry that large companies of the North created are in many cases now broken. Young companies in the South, helped by American, Japanese, and German experts, are now capable of competing head‑on with North-based giants. Singapore has become a financial center of Southeast Asia, Taiwan has become a dominant player in semiconductors, and Brazil is competing successfully in regional jets. Brazil’s Vale rode the wave of China’s surging demand to become the world’s largest producer of iron ore. The Chinese government has been known to push consolidation among domestic competitors precisely to achieve scale, as it is doing in autos and tried to do in rare earth minerals.