The implicit understanding among Alliance members is that, in exchange for their willingness to share their own experience and knowledge, they gain access to the extraordinary collective wisdom of the Alliance community of CEOs. Our members do amazing things and we've been collecting some of their "lessons learned" in Case Studies that preserve and highlight the wealth of knowledge in our membership. We also interview our members from time to time on matters of interest, and you'll find their thoughts here as well.
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Alliance members Ian Cohen of Experian Consumer Services, Himanshu Dwivedi of Data Theorem, Ted Elliott of Jobscience, Ju-kay Kwek of Switchboard Software, Ersin Uzun of Palo Alto Research Center (PARC), and Christy Wyatt of Dtex Systems, discuss the sweeping new Data Privacy and GDPR rules taking effect, and how organizations should reconsider the ‘what, where and why’ behind their data practices.
David Gensler of global architecture and design firm Gensler shares his strategy on building thriving, high-performance offices in developing countries. Though the firm's initial foray -- into China -- proved difficult, it sparked unique ideas that have benefitted future efforts.
Many CEOs will take a deep breath before even thinking about putting down a permanent footprint overseas. For years, global operations have been the province of the large firm, but this is changing. Alliance member Raju Reddy, CEO of Sierra Atlantic, stepped into China in August of 2007 without any major hiccups, and in two years has doubled the size of his China team, supporting global sales. Moreover, he is generating significant revenues from sales within China. Sierra Atlantic was only a $56 million revenue firm at that time.
Summary: CEO travels to China for the first time and sees the richness and complexity in the business environment there. With an excellent guide and clear objectives, he came back with four key lessons.
A company finds an excellent way of managing off-shoring, taking advantage of the positives while avoiding the pitfalls. Blending the efforts of on-shoring with off-shoring and a commitment to close management are key.
A seasoned global executive intentionally cultivates the friendship of a company president in Asia and pulls down the big order. When problems crop up, the President relies on the friendship to save his job and his lifestyle. The Asian custom of entering friendships for profit is explained.