Chapter 1The Global Operating Model

A Failure of Strategy or Execution?

Companies that compete globally must have sophisticated playbooks for sustaining competitive advantage in the face of myriad new challengers, continued waves of technological change, and uncertain economic and regulatory environments. As a result, leaders of these companies must design organizations capable of immense creativity and agility to manage the tension that is inherent in complex, global strategies.

The economic recovery of 2010–2015 has triggered a number of high-profile mergers, but even more breakups and spinoffs among large global companies, particularly those based in the United States. Between 2012 and 2014 alone, Kraft, Royal Philips, Hewlett Packard, ...

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