Global Tilt: Leading Your Business Through the Great Economic Power Shift
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The world’s economic center of gravity has shifted. Permanently. Do you know what it now takes to succeed?
The global tilt is nothing less than an irreversible shift of economic power—jobs, wealth, and market opportunities—from a small part of the world to its entirety. It is improving the lives of millions of people around the world, and while it is creating immense opportunities, it is disrupting the world as you know it with dizzying speed.
If you’re an American or European, any assumptions you may have about national and managerial superiority are obsolete. Businesses in China, Singapore, India, Brazil, Malaysia, and other countries on the move have ready access to the capital and expertise they need to grow. Their leaders have just as much knowledge, talent, and drive as you do. And they are unleashing their entrepreneurial verve to scale up fast and grab once-in-a-lifetime opportunities.
These businesses will soon be competing with yours everywhere on the planet, even if you’re not aware of them yet. Finding opportunities of your own requires you to consider vastly different perspectives and to see the new global landscape in its entirety and then change the content of your work to pursue them.
In Global Tilt, New York Times bestselling author Ram Charan gives business leaders the guidance they need to succeed in a tilted world, including:
- Gaining an edge by cutting through the complexity of demographics, different forms of government, and even the global financial system, to identify “unstoppable trends” better and sooner than others
- Challenging your reliance on core competence and the incremental improvement that results. Instead, look “outside-in” and “future-back,” determine the capabilities you need to build, and muster the psychological fortitude to make occasional strategic bets that can potentially alter the competitive landscape
- Developing the soft skills crucial to leading a global organization, including mastering local contexts
- Equipping the organization to win by facing up to painful but necessary shifts in people assignments, decision-making authority, and resource allocation—even before making structural changes
Those who can pursue the opportunities in a tilted world have a remarkably bright future. Ram Charan’s unparalleled experience with global leaders and companies and the unique and powerful insights he brings to this book will light the way for you and your exciting journey.
Street there’s a shoe store just a block away. They can call up a variety of reviews, including those by fellow consumers, compare prices, and then go online to buy what they’ve seen—cheaper and with free delivery. These engagements create revenue-generating opportunities for some, destroy them for others, and squeeze a lot of capital investment out of the value and supply chains. Social networking is another game-changer, though the game is still one of guessing. We know that it can spread new
past decade. Two billion more joining in the coming decade. $2 trillion (give or take a few billion) of new economic growth annually in the coming decade. After struggling through the arid lands of parched growth for years, you stand on a dune overlooking this immense lake of opportunity. Now, are you going to approach it with a teaspoon or a bucket? It’s not a trick question. Many businesspeople of the North have become conditioned to think small, because they’ve been fighting for
Fields explains, “If the manufacturing person produced the number of units that he was supposed to produce, then the company should have profits. Or if the head of purchasing achieved his objectives for the year, his assumption was that the business was in good shape. The business was never put together for them so that they could see how each of their pieces added up to a corporate whole.” After making clear his expectation that people should be more open, Fields took them to an off-site meeting
makes this information public “to help airlines, suppliers, and the financial community make informed decisions.” According to its 2012 report, the number of planes in the world will nearly double by 2030. Deliveries of new planes will total 33,500 over the twenty-year period at a value of $4 trillion. (Airbus does a similar forecast, which for the same time period is only slightly lower.) The United States will be the largest market, mostly to replace existing airplanes, and China will be the
versus Europe’s 3.5 million. The critical input of ethane gas determined where and to some extent how fast Borealis would grow, even as expansion in Abu Dhabi posed other kinds of challenges. Abu Dhabi is sparsely populated, so building the Borouge plants required many foreign workers. Some twenty-three thousand contractors were on site during the peak building of Borouge 2, requiring complicated logistical support to provide the food, water, housing, and even toilets they needed in the middle