Topics: International Speakers Bureau, Inc. |
Fee Range: Call For Quote (fee note) |
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 Biography: Anil K. Gupta is the Ralph J. Tyser Professor of Strategy and Organization at the Smith School of Business, The University of Maryland at College Park. He is one of the world's leading experts on strategy and globalization. Professor Gupta is the author of over sixty papers and three books: The Quest for Global Dominance (Jossey-Bass, 2001 and 2008), Smart Globalization (Jossey-Bass, 2003), and Global Strategy and Organization (John Wiley, 2003). Financial Times has published four of Professor Gupta's papers in a series on Mastering Global Business. The Wall Street Journal also recently published an invited full-page article by Professor Gupta on Getting China and India Right. His new book on The Battle for China and India will be published by Jossey-Bass/John Wiley in 2008. The recipient of numerous awards for excellence in research and teaching, he has been recognized by Business Week as an Outstanding Faculty in its Guide to the Best B-Schools, inducted into the Academy of Management Journals' Hall of Fame, and ranked by Management International Review as one of the Top 20 North American Superstars for research in strategy and organization. One of his papers was recognized as one of the ten most-often cited articles in the entire 40-year history of Academy of Management Journal. As a top researcher and thought leader, Professor Gupta's papers have appeared in major journals such as Strategic Management Journal, Academy of Management Journal, Academy of Management Review, Organization Science, MIT Sloan Management Review, Journal of Business Strategy, Human Resource Management, and Business Horizons. Professor Gupta serves regularly as a keynote speaker at major conferences and corporate forums in the United States, Europe, China, and India. He has been quoted by The Wall Street Journal, The Washington Post, USA Today, China Business News, The Times of India, Red Herring, ComputerWorld, CIO Magazine as well as other leading media in Europe, India, and China. He has also served a consultant on strategy and globalization with some of the world's leading corporations including IBM, National Semiconductor, Marriott, First Data, Monsanto, ABB, Lockheed Martin, Indian Oil, Huawei Technologies, McCormick, TeliaSonera, Metso, UPM-Kymmene, Raisio, Finnair, Cemex, Penoles, and the IRI Group. In addition, he serves on the boards of directors of several public companies as well as non-profit organizations. Professor Gupta has served as a visiting professor at Stanford University, Dartmouth College, Bocconi Business School (Milan, Italy), Helsinki University of Technology (Finland), and IPMI (Jakarta, Indonesia). Professor Gupta earned a Doctor of Business Administration from the Harvard Business School, an M.B.A. from the Indian Institute of Management, and a B.Tech. from the Indian Institute of Technology. |
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Programs: Global Strategy in the Age of China and India The rise of China and India is a game-changing phenomenon. Gupta talks about why China and India are the only two countries in the world that simultaneously constitute four game-changing realities: mega-markets for almost every product and service, platforms to dramatically reduce a company's global cost structure, platforms to significantly boost a company's global technology and innovation base, and springboards for the emergence of new fearsome global competitors. He then outlines how companies can leverage the market and the resource opportunities presented by the China and India phenomenon to achieve global dominance within their particular industries. Changing the Rules of the Global Game Is Your Company A Rule Maker or A Rule Taker? Gupta talks about why every company must cultivate a bias for changing the rules by which it plays the global game within its industry. He then shares the logic that companies can use to reinvent the rules of the game by rethinking answers to the three classic questions for every business: How can we dramatically redefine who our target customers are? How can we dramatically reinvent the value that we should be delivering to our customers? And, how can we dramatically redesign the end-to-end value chain architecture in order to create and deliver this value? Building and Exploiting Global Presence The Quest for Global Dominance: Transforming Global Presence Into Global Competitive Advantage Gupta talks about the key questions that business leaders must address in order to develop winning strategies to go global and to transform global presence into global advantage. He offers conceptual frameworks that executives can use to answer these questions and illustrates these frameworks with compelling examples. Cultivating A Global Mindset Individuals differ in how they sense and interpret the world around them. So do organizations. And, these differences matter. Gupta shares his insights about why far too many companies are blind to the ongoing transformation of the global economy and the real opportunities and challenges resulting from this transformation. He offers concrete guidelines that individuals and companies can use to develop a global mindset. The development of a global mindset requires not only an openness to and knowledge of diversity across cultures and markets but also the ability to integrate across this diversity. Leveraging Synergies Across Businesses Capturing synergies across businesses is one of the hardest tasks for most CEOs. Gupta shares insights from his research and consulting experience about why most companies talk incessantly about the benefits of synergy but find it very hard to actually realize these benefits. He talks about how companies can sidestep three common pitfalls in the pursuit of synergies: assuming that just because two businesses have something in common, there must be synergies; ignoring the possibility that alliances between independent companies may sometimes be more effective and efficient than internal coordination between peer business units; and, looking only at the potential benefits while ignoring the costs associated with trying to realize synergies. |
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