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The State of Globalization
by Omar Sacirbey
The Valley News, December 21, 2003
"Globalization is an irreversible trend, largely because of technology," says Vijay Govindarajan. He adds that U.S. companies can't afford to ignore the global marketplace, and should be ready to deal with terrorism and the profound implications it can have on business. Another important force to be aware of is the huge emergence of the consumer segment in India and China, which makes up about 50 percent of the consumer population. He remains optimistic about U.S. corporations for the simple reason that, "We are an open, flexible, market-oriented, risk-taking economy."

Profiles in Coaching
Edited by Howard Morgan, Phil Harkins & Marshall Goldsmith
Vijay Govindarajan was recently named one of the top ten thought leaders in strategy coaching, "Strategy issues are far too complex for any one person to solve. CEOs need a multidisciplinary kind of team to manage them. One of the skills that a strategy coach brings is facilitation across the top management team."
Read more about the book »

India Amidst the Changing Face of Asia
By Devi Yesodharan
The Economic Times, November 7, 2003
During a recent trip to India, Vijay Govindarajan was interviewed by The Economic Times. He discussed in great detail the changing face of Asia and outlined where India needs to guard its flanks.
Read the full article on The Economic Times website »

Cap on High-Tech Visas a Worry
By Omar Sacirbey
The Valley News, October 5, 2003
"One of the great things about the U.S. is its willingness to accept talent from anywhere in the world, and give them the same opportunities you give to the local person," said Vijay Govindarajan in a recent interview on Congress' decision to put a cap on high-tech visas.

Bidder Picked in Iraq; Sign Points to JPM
By Robert Julavits
Excerpt from American Banker, August 28, 2003
The Trade Bank of Iraq is being created to help facilitate commerce by working with commercial banks and businesses to bolster confidence between trading partners and put Iraq's economy back on track.

Vijay Govindarajan, the director of the Center for Global Leadership at the Tuck School of Business at Dartmouth College, said the sooner banks establish roots in the country, the better. There is clear advantage of being there first "when the economy is completely destroyed and needs to be built back up," he said. "The company that builds its presence when the economy is about to take off is the one that is prepared" to profit from the situation.

Thinking Global, Acting Global
By Manjari Raman
Indian Management, August 2003
In an extended conversation about global competitiveness Vijay Govindarajan told Manjari Raman of Indian Management that there is a huge difference between a global presence and a global mindset. Companies like Infosys and Wipro have a global presence, but are not quite there in terms of developing a global competitive advantage.

Organisations and Their Right `Boxes'
By Sriram Srinivasan
Excerpt from The Hindu, February 2003
In the early 1990s, Encyclopaedia Britannica had to encounter the most unlikely rival - Microsoft. At that time, the software giant made a foray into the encyclopaedia market with CD ROMs, which not only sold cheaper than the printed ones but also broke the elitist tag associated with the product.

Needless to say, Encyclopaedia Britannica was caught unaware - a result of not being able to analyse future competition. Or, as Prof Vijay Govindarajan, a professor of international business in a US college, puts it: "They spent an awful lot of time in `Box 1'." Confused? He explains: Everything an organisation does can be explained in terms of three boxes - managing the present (Box 1), selectively forgetting the past (Box 2), and creating the future (Box 3) - and Encyclopaedia Britannica did not do much with regard to the other two boxes.

What'll Be Engine When Consumer Loans Stall?
By Robert Julavits
Excerpt from American Banker, February 2003
From large-cap firms to regionals, banking companies shrugged off last year's stumbling economy and found relief in consumers' insatiable appetite for debt.

Signs of trouble have started to sprout in consumer banking, however, including rising mortgage delinquencies and foreclosures and problems with credit card payments.

Several economists say a looming confrontation with Iraq is dampening the possibility of an economic rebound. Vijay Govindarajan, the director of the William F. Achtmeyer Center for Global Leadership at Dartmouth College's Tuck School of Business, said the general uncertainty surrounding military action is stopping companies from making major spending, hiring, or strategy decisions. "And when there is such uncertainty, people and companies will put off the nonessential spending."

Yanking the Welcome Mat for Foreign MBAs
By Brian Hindo
Excerpt from BusinessWeek, December 2002
In the 1990s, international students became the fastest-growing pool of prospective MBA students, helping push total applications to record highs in 2001. Suddenly, foreign MBA students face big obstacles in the U.S. The weak economy coupled with a looming drop in the availability of H-1B work visas, is taking it's toll. International enrollment at BusinessWeek's Top 30 schools slipped from 32% in 2000 to 30% in 2002 and is estimated to go lower yet in 2004.

"What is that going to do 10 years from now to the talent pool?" asks Vijay Govindarajan, strategy professor at the Tuck School. B-school deans across the country are crossing their fingers for an economic turnaround. Otherwise, they'll watch a decade's worth of recruiting foreign students evaporate. "If this happens, we are the losers," says Govindarajan. It would be a setback felt around the world.

Read the full article on the BusinessWeek website »

Not All Profits Are Equal
By Chris Trimble and Vijay Govindarajan.
Across the Board, September/October 2002
Does the pursuit of profit raise living standards for all or does it serve selfish greed and ultimately undermine social justice? The authors offer a common-sense, middle ground framework that identifies three categories of profit: social profits, neutral profits, and debatable profits.
Read the full article (PDF) »

Give Them A Stage
By Julie Sloan
Excerpt from Fortune Small Business, July 2002
Searching for ways to help your top performers become stars? How to nurture your best and brightest?

Give them a stage. Vijay Govindarajan of Dartmouth's Tuck School of Business suggests giving junior execs a pool of capital for small-scale experimentation. By handing over scarce funds, you're telling your future stars that you respect their ideas. Even if those ideas fail, you gain a window into how they think.
Read the full article on the Fortune website »

Globalization's Unheralded Core: Corporate Investment
By Vijay Govindarajan and Chris Trimble
Tuck Today, Summer 2002
Since September 11th, the elimination of poverty through economic development has increasingly been viewed as not simply humanitarian but also as a critical driver of our prospects for peace.
Read the full article »

Looking for a business book recommendation?
Professor Vijay Govindarajan, along with colleagues from around the world, offers recommendations as part of the Business Week reading list.
View the recommendations »

Building an Effective Global Business Team
MIT Sloan Management Review, Summer 2001
In an article in the MIT Sloan Management Review, Professors Vijay Govindarajan and Anil Gupta discuss their research findings, including how mastering the management of a global business team calls for confronting several unique challenges that tend to exacerbate the more common problems faced by all teams.
Read the full article »

Facing Global Challenges
Rediff.com, February 8, 2001
Following a presentation in Madras on "Strategic Revolution: Transforming Industries and Organizations," Vijay Govindarajan (VG) was interviewed by Shobha Warrier about what Indian companies need to do to face global challenges. "Those who selectively unlearn the past and those who also have a clear view of the future (will survive)," VG says in the article.
Read the full article »

Center for Global Leadership Teams with BusinessWeek
Excerpt from Tuck Today, Summer 2001
Tuck's William F. Achtmeyer Center for Global Leadership has become a strategic partner with Business Week in the magazine's premier program, its annual CEO Forum in Asia. Professor Vijay Govindarajan, director of the Achtmeyer Center, will manage one of the sessions at this year's forum, which will be held in Hong Kong on October 23 and 24. He will be assisted by John Pepper, chairman of Procter & Gamble, who will describe for attendees how Procter & Gamble is responding to those challenges identified by Govindarajan as important to global businesses.
Read the full article »

eBay CEO Adds Cachet to Center Launch
Tuck Today, Winter 2001
Meg Whitman—president and CEO of the online trading company eBay Inc. and one of Fortune magazine's 50 most powerful women in business—gave a much-anticipated keynote address at the launch of the William F. Achtmeyer Center for Global Leadership.
Read the full article »

Govindarajan Gives Keynote Address at CEO Forum
Tuck Today, Winter 2001
For three days in June [2001], Professor Vijay Govindarajan was in Hong Kong at the ninth Asia Leadership Forum, where he met with CEOs and political leaders, including former British Prime Minister John Major, to discuss issues affecting Asia's economic development.

"It was pretty exciting to be on the same platform with those people," said Govindarajan, one of seven keynote speakers. "John Major was particularly charismatic, yet humble. He's a man with tremendous perspective."

Attended by more than 200 regional and international business leaders, the forum focused on the new economy and how Asian companies can best compete in it. The verdict: Asia must improve its infrastructure, retain its employee base, and ease the existing cultural reluctance toward the adoption of new practices.

In his address, Govindarajan examined the extent to which information technology firms—the very firms that have facilitated worldwide economic integration—have themselves become global companies.

The most profound message from the meeting, according to Govindarajan, came from Major. "John Major said it's important for multinational companies to help bring about peace in the countries in which they do business," said Govindarajan. "Political conflicts can have a huge impact on your bottom line, bigger than anything else. Prosperity for business depends on peace."

The NRI World Top 50
NRI World, January 2002
Professor Vijay Govindarajan was named among the Top 50 Non-Resident Indians of the year in the January 2002 issue of NRI-world, the lifestyle and business magazine for Indians living abroad.

Rating the Management Gurus
Business Week, October 15, 2001
More companies are hiring instructors directly rather than relying on B-school programs. The business of providing executive training is now estimated to be a $800 million industry, according to Business Week.

Companies prefer to cherry-pick professors because when they subcontract to a university, they're restrained by the school's resources, says Professor Vijay Govindarajan, professor of international business at the Tuck School of Business, and a runner-up on our list of leading management gurus.

How Well Does Wal-Mart Travel
Business Week, September 3, 2001
In the decade since Wal-Mart Stores Inc. began its international exploits with a joint venture in Mexico, its record abroad has been full of merchandising missteps and management upheaval. Some critics believe that the company retains a headquarters-knows-best mindset. That raises the question, is Wal-Mart truly a global company, or just a US company with a foreign division? Professor Vijay Govindarajan says Wal-Mart has few top managers who aren't American and few who speak more than one language and have been posted in several spots abroad. That might be one reason why some competitors scoff at Wal-Mart's claim that it's now sensitive to local tastes.

Apostle of Change Institutes a Last One, by Retiring
Christian Science Monitor, September 7, 2001
Jack Welch, who retires today after nearly 20 years at GE's helm, has become a titan of US business through aggressive, charismatic, celebrity-showman leadership. When he took over GE in 1981, the firm was doing fine…but fine wasn't good enough. He flattened GE's hierarchy, broke down the walls between its many businesses, and fostered a kind of entrepreneurial spirit. "He created a boundaryless corporation," says Professor Vijay Govindarajan, director of the Center for Global Leadership at the Tuck School of Business at Dartmouth.

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