There are three primary dimensions along which China and India are becoming central to global competitive advantage for a rapidly growing number of companies across a wide range of industries: cost arbitrage, talent arbitrage and innovation. Leveraging the multifaceted opportunities offered by China and India requires that the company build one or more hubs that can internalize the unique advantages of these locations. There can be no universal answer to the question of what mix of global and local would be optimal for a particular global hub. It is possible, however, to advance a set of universal guidelines that can be used to frame the analysis. This includes: 1. The creation of a global hub must be driven by a clear mandate from the top leadership. 2. The executive directly responsible for building the capabilities and resources at the global hub should be a believer in the idea. 3. The senior leadership team of the hub must be deeply and simultaneously embedded in both ecosystems.
Leveraging China and India Anil K Gupta; Haiyan Wang Chief Executive; Mar/Apr 2009; 239; Docstoc pg. 60 Reproduced
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