Download Globalization 2.0: A Roadmap to the Future from Leading by Dieter Ammer (auth.), Raschid Ijioui, Heike Emmerich, PDF

By Dieter Ammer (auth.), Raschid Ijioui, Heike Emmerich, Michael Ceyp, Jochen Hagen (eds.)

The contemporary near-collapse of the worldwide monetary quarter and the ensuing monetary difficulties have triggered loads of re-examining of the basic ideas of globalization. This e-book showcases how major managers understand the present crises and the way forward for globalization. It bargains trendsetting solutions, suggestions and a roadmap for the roadblocks dealing with destiny monetary progress that are proposed through prime minds from world-leading businesses reminiscent of CISCO structures, British Telecom, Lufthansa Technik, Henkel, A.T. Kearney, Roland Berger, Arthur D. Little, Kienbaum, T-Systems, Mercedes -Benz expertise, Landis & Gyr, Conergy.

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Extra resources for Globalization 2.0: A Roadmap to the Future from Leading Minds

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So the German company Henkel is now a thing of the past. Henkel has long been a global corporation with German roots. This is a great advantage. Essentially, I believe that a company expanding from a European base is likely to be more open to other corporate cultures. In the majority of the significant US corporations, the management executive boards contain virtually no foreigners whatsoever. The non-American managers may perhaps occupy the position of the Asian or Eastern European general manager, but that is usually where it stops.

In Europe, jobs are being lost, while in India and Bangladesh people are delighted to have acquired this means of gainful employment. As experience shows, globalization initially leads to simple, poorly paid jobs, and then to better and better rewarded employment. A poor country becomes a developing country, then an emerging nation and ultimately it approaches our standard of living – as we have seen in the cases of Singapore, Malaysia, Taiwan, Korea, and growing parts of China. The prerequisite for this kind of positive development is, however, the introduction of a market economy.

They must assume specific responsibilities within their field of influence and contribute on a global scale to the implementation of viable solutions. This is an approach that Henkel has, for many years, been putting into practice. As a visible indication of its engagement and commitment, the corporation joined the Global Compact of the United Nations in July 2003. Henkel sees the Global A New Age Dawning 29 Compact as a network in which experience and instruments aligned to sustainable development can be exchanged and partners can learn from one another.

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