Missing links in effective emerging markets strategies: Identifying the blind spots for global corporations

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Clayton Christenson in The Innovator’s Dilemma (1997) teaches us that many firms think they are too big to fail, or cannot fail, despite the fact they can see the competition coming from miles away. Whether it is hiding in plain sight, or they cannot see the wood for the trees, there seems to be a feeling in large corporations that while some organizations may be able to gain some competitive advantage, they will never be able to scale this up. This has been, of course, a huge error – just ask Kodak and hundreds of other firms who failed to heed the warning signs.

Practical/implications

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2017), "Missing links in effective emerging markets strategies: Identifying the blind spots for global corporations", Strategic Direction, Vol. 33 No. 1, pp. 32-34. https://doi.org/10.1108/SD-10-2016-0142