TAILIEUCHUNG - This article appears in the February 2010 issue ofThe journal of high-performance

As business leaders look for the best places to locate operations, raise capital, and source talent and ideas, prudence demands that they invest wisely throughout the world. To be successful with their geographic strategy, however, they must build a portfolio that reflects a sophisticated understanding of five underlying fundamentals. Successful investors recognize the wisdom of holding a diversified portfolio. The approach isn’t failsafe—the recent downturn destroyed value across the board—but it’s usually a sensible way to earn stable returns while limiting risk. For similar reasons, companies seeking to compete in a multi-polar world should develop and execute a diversified geographic. | This article appears in the February 2010 issue of accenture Outlook High performance. Delivered. The journal of high-performance business Multi-Polar World Creating a winning geographic strategy By Tim Cooper Mark Foster and Mark Purdy As business leaders look for the best places to locate operations raise capital and source talent and ideas prudence demands that they invest wisely throughout the world. To be successful with their geographic strategy however they must build a portfolio that reflects a sophisticated understanding of five underlying fundamentals. Consulting Technology Outsourcing Successful investors recognize the wisdom of holding a diversified portfolio. The approach isn t fail-safe the recent downturn destroyed value across the board but it s usually a sensible way to earn stable returns while limiting risk. For similar reasons companies seeking to compete in a multi-polar world should develop and execute a diversified geographic strategy. The task isn t as simple as it may sound. In the past developed economies were the primary sources of consumer demand abundant capital and innovative ideas and products. They were blue-chip sites for investment providing safe and steady returns to companies that executed effectively. Emerging markets meanwhile offered cost-competitive labor and plentiful resources attractive assets to be sure but not sufficient on their own to constitute an entire geographic portfolio. Needless to say the world today is considerably more complicated. Because economic power has become so widely dispersed emerging economies compete with developed countries on the same terms across what Accenture has identified as the five key dimensions of a multipolar world talent capital resources consumers and trade and innovation. Even within emerging markets economic clout has extended beyond the traditional contenders the so-called BRIC economies of Brazil Russia India and China to another wave of high-growth countries including South Korea

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