What constitutes, sustains or disrupts competitive advantage for multi-national enterprises?
What are the major global uncertainties and how do they influence the current decisions of firms?
How can a business best function within the unique context of BRIC or other emerging market economies?
How well a company leader delivers against an MNC’s full range of goals in the EFE environment depends on his or her ability to look beyond functional perspectives or a company-centric view of the environment. Businesses function within a complex reality of governmental, legal, social, and environmental factors which must be studied and taken into account. Drawing from diverse academic, industry, governmental, civil society, geographic, and other perspectives, IBGC develops practical frameworks for action that provide concrete country-specific advice for board members and executives, as well as governments, international advocates and others seeking to influence MNC behavior.
On March 30, 2011, IBGC hosted Country Management: Strategy, Operations and Leadership in Emerging and Frontier Economies, a limited-attendance seminar intended for high-level corporate officials and decision-makers dealing directly with country management issues or the oversight of a multi-country strategy, as well as scholars and students interested in addressing the key challenges involved in managing across borders and within different regional markets. A wide range of perspectives were represented in the dialogue, which featured a series of practical cases and scholarly papers highlighting real-life scenarios and core aspects of country management.
Launched in 2009, IBGC’s Managing Political Risk conference and working group provides a forum for the dissemination of ideas and best practices on political risk mitigation for business professionals and graduate students in business and international affairs. The conference, conceived by members of the Fletcher Political Risk Forum, was sponsored by Exxon Mobil.