Powerful technological, regulatory, and economic forces compel the senior executives of multinational corporations (MNCs) to repeatedly re evaluate and reconfigure worth chains in the hunt for continuing competitive advantage. Nevertheless, releasing assets from present actions and redeploying them to new opportunities is a challenging and ill-understood endeavor. In particular, the normal strategic management notions of use- and business- flexibility look out on the vital international dimension of location.
Utilizing examples from Qantas GM, along with a mining MNC, this article argues that strategic flexibility should be actively measured along all three measurements. By applying the decision tool set out in this article, MNC executives can map their worldwide footprint of tactical roadblocks and opportunities to expand into new markets, divest businesses that are redundant, and assemble flexibility to adapt to future challenges.
PUBLICATION DATE: February 01, 2012 PRODUCT #: CMR504-HCB-ENG
This is just an excerpt. This case is about FINANCE & ACCOUNTING
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