Change is a constant in business, but new modalities have upped the ante. Today’s CEO requires new skills and approaches to deal with these four new challenges.

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David Gensler, Executive Director of Gensler first faced the challenges of operating worldwide back in the 1980’s:  he’s had a few decades’ head start on most of us.  Read how the company’s experiences in China became a global strategy.

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For years, global operations have been the province of the large firm, but this is changing.  The experience of Raju Reddy, CEO of Sierra Atlantic, shows us how going global can become a strong driver for growth even with a small firm.

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Doing business in Asia is unique, and those newer to this environment should heed some key principles.  On a recent trip to China, I had a chance to put these key ideas into practice.

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As Dave Seldon, CEO of Interpacific Management Group, found, doing business in Asia is entirely different, based on the firm foundation of friendship. But this doesn’t happen over the internet or telephone; it’s a long process involving personal contact.

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Many major firms see the advantages of off-shoring, but fail badly in the execution. Edward Kit, CEO and Founder of Software Development Technologies, knows that the off-shoring solution has many potential problems, and he prepares for and anticipates them all.

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