Harvard Business Review | Fri, Dec 6, 2019
by Dambisa Moyo
As we enter a new decade, characterized by rising economic complexity and geopolitical divisions — U.S.-China tensions, populism and nationalism in Europe, and the looming risk of a global recession — forward-thinking business leaders are developing strategies to mitigate the longer-term risk of deglobalization. They are concerned about trade protectionism, and the revenue a company could lose in any tariff wars.
However, there is a more hidden risk associated with deglobalization: that global corporations are not structured in a way that is fit for purpose to compete in a deglobalizing world. It is increasingly understood that this ever-more siloed world directly impacts three key pillars of global corporations: technology, global recruiting, and the finance function.