Sort by: Article Title Contributor Topic Date

Onshoring vs. Offshoring: Service/Support Businesses Are Coming Back Home

Word has been spreading in the last few months that offshoring may no longer be the best option and that the United States is increasingly becoming more competitive for everything from manufacturing to IT to customer service. How should a CEO decide whether offshoring or onshoring is best for his or her firm?

John A. Meyer Global Business , Operations , Outsourcing May 16 2014

4 New Rules for Global Business Success

In his new e-book, Re-Think: A Path to the Future, former IBM CEO Sam Palmisano predicts that traditional multinational firms will cease to exist and will eventually be replaced by globally integrated enterprises. These GIEs will locate departments not only in different states but even in different countries, wherever the most appropriate talent resides.

Lynn Russo Whylly Business Intelligence , Global Business , Innovation April 16 2014

Will You Know When to Leave China?

7 things to know about rebalancing your offshore vs. onshore sourcing

Rosemary Coates CEO Briefing Newsletter , China , Global Business November 1 2013

How to Ensure Your Reshoring Project Won’t Fail

This is the kind of project that, done successfully, can add to the legacy a CEO leaves his company. Unfortunately, not all reshoring, onshoring and nearshoring projects are a success.

Rosemary Coates Global Business , Manufacturing , Nearshoring June 12 2014

Regional Report: Southeast

A state-by-state look at what the Southeast has to offer businesses.

Warren Strugatch CEO Briefing Newsletter , North America , Operations October 17 2013

Going Global: Risks and Protections for SME CEOs to Consider

Despite the world economic recession, small- and mid-sized companies are “going global” at an earlier stage in their development than ever before. Expanding overseas involves the careful consideration of risk and cost. What are those potential hazards? And what can be done about them? There are several issues that CEOs should consider when doing business internationally. Several critical ones are outlined here.

Shan Nair CEO Briefing Newsletter , Global Business June 20 2013

Efficient Talent-Sourcing for Global Growth

For the mid-market company that is expanding internationally — whether for the first time or into uncharted territory – identifying the right talent can be a challenge. In a 2012 Ernst & Young study of C-level and other executives in rapid-growth markets, 30 percent of respondents reported the need for a strategic hiring process in international markets. Intensifying the problem, according to the same study, is a self-reported knowledge gap in local culture and ways of doing business by more than half of the participants.

Ann Fastiggi CEO Briefing Newsletter , Global Business February 13 2013

What Works for Nations Works for Business

The new book Why Nations Fail argues that nations flourish when they foster inclusive political and economic institutions, and they fail when power and opportunity are concentrated in the hands of the few. Like nations, CEOs need to practice inclusive decision-making if they hope to attain the performance magnitude they are aiming for.

Dr. Patricia Seemann Global Business , Governance/Compliance April 19 2012

5 Steps to Define Leadership and Develop Brands in Emerging Markets

One veteran of consumer products suggests five steps for moving brands forward in developing markets.

William A. Burke III Global Business April 18 2012
wages2

Made in the USA: Moving Back to America

Over the last two years, companies have started to move away from offshoring, bringing operations back to the US. So what has triggered this change? Simple: cost, capital, and the job market.

Rob Wheeler Global Business April 17 2012

CEO Leadership Insights

Sign up now to receive your free CEO Briefing. Delivered weekly, this e-newsletter provides CEOs with valuable insights on leadership, strategy, growth and much more.