研究报告(简) / 研究報告(繁)

Reports and studies

2014

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Each year, the Academy of Management recognizes one of the world’s most influential chief executives by inviting that person to keynote its annual meeting. When Zhang Ruimin gave the address in 2013, it was a signal that China had produced its first philosopher – CEO.
In China, innovation is the first priority for 42% of Chinese companies, compared to 21% of MNCs, according to 2014 China Innovation Study done to nearly 400 executives from Chinese and foreign companies. Chinese companies are increasingly turning to technology to deliver first-to-market innovations, building on their historic strength in understanding local markets and customer needs. On the other hand, multinationals also realize that local innovation must rely on deep understanding of local customer needs. Meanwhile, innovation plays an important role in Chinese companies’ globalization strategies.
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In the beginning, it was cultural and managerial chaos. When Chinese computer company Lenovo dispatched a team to New York in 2004 to discuss acquiring the personal computer division of IBM, only one member of the team—the company’s chief financial officer—spoke English.
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China is proving a difficult market for multinational distributors to enter. Strategy& senior executive advisor Krishnan Narayanan and senior consultant Tong Zhang talk to ICIS journalist about the opportunities for players interested in gaining access to one of the world’s largest and fastest-growing chemical markets. Read the full interview published by ICIS as part of its annual “Top 100 Chemical Distributors” review. 
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Since the mid-2000s, organizational change management and transformation have become permanent features of the business landscape. Vast new markets and labor pools have opened up, innovative technologies have put once-powerful business models on the chopping block, and capital flows and investor demand have become less predictable. To meet these challenges, firms have become more sophisticated in the best practices for organizational change management.
From 100 years back to a quarter century ahead, the evolution of the chief executive officer.
This year’s study report focuses on women CEOs of the past 10 years (2004-2013) as well as on CEO turnover in 2013 and the incoming class of CEOs. The report highlights a few key differences in women and men CEOs and draws on our unique database — now with 14 years of data on outgoing and incoming CEOs — to explain what companies are looking for in their leaders.
This infographic draws on Strategy&’s unique database about outgoing and incoming CEOs. We highlight two key differences in the career tracks of women and men CEOs at the world’s largest public companies between 2004 and 2013. The graphic also shows where women CEOs have been most and least prevalent in terms of geography and industry — and predicts how the share of women CEOs will grow.
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Chinese companies with active globalization strategies often fall short of growth targets in their international operations because they fail to observe three basic considerations: home country and host country, consistency and innovation, and control and empowerment, according to a new report by Strategy& and World Economic Forum.
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Business experts say a wealth of new products and ideas will flow from emerging economies to developed markets—but real-world examples are hard to find.
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At this stage of its development, China needs capable companies far more than innovative companies.
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All of giants in emerging market went through a similar four-stage process of developing specific capabilities. As a result, they successfully transitioned from relying primarily on country-specific advantages, such as ultra-low labor costs, to leveraging their own firm-specific advantages, including superior product design, quality, and innovation.