Dr. Anil K. Gupta is the Michael D. Dingman Chair in Strategy, Globalization and Entrepreneurship and Distinguished Scholar-Teacher at the Smith School of Business, The University of Maryland at College Park. Anil also serves as chairman, The China India Institute, a Washington DC-based research and consulting organization. He is a Distinguished Visiting Professor at Tsinghua University, China and Indian Institute of Technology, Bombay and has earlier served as a Chaired Professor in Strategy at INSEAD and a visiting professor at Stanford University and Dartmouth College. He received a doctorate from the Harvard Business School, an M.B.A. from the Indian Institute of Management at Ahmedabad, and a B.Tech. from the Indian Institute of Technology at Kanpur.
Anil is widely regarded as one of the world’s leading experts on strategy, globalization and entrepreneurship. Ranked by Thinkers50 as one of the “world’s most influential management thinkers,” he has also been named by The Economist as one of the world’s “superstars” for research on emerging markets in a cover story on “Innovation in Emerging Economies.” He is one of only 3 professors in the world to have been elected by his peers as a Lifetime Fellow of all three of the most prestigious bodies in the field – Academy of Management, Strategic Management Society, and Academy of International Business, with a combined membership of over 25,000 scholars worldwide. . He is also the recipient of the 2017 Outstanding Educator Award from the Academy of Management for worldwide contribution to research, practice, and teaching on the topic of globalization.
Anil is a member of the World Economic Forum’s Stewardship Committee for the Initiative on the Future of Consumption, the Bretton Woods Committee set up by the World Bank and IMF to advise them on solutions to global challenges, and the CNBC Disruptor 50 Advisory Council. He is a frequent participant at the World Economic Forum’s annual summits in Davos as well as regional summits in China, India, and the Middle East.
Anil’s other honors include the “Best Professor in Strategic Management” award from CMO Asia, recognition by BusinessWeek as an Outstanding Faculty in its Guide to the Best B-Schools, induction into the Academy of Management Journals’ Hall of Fame, and listing by Management International Review as a “North American Superstar” for research in strategy and organization. He is also a regular participant at the World Economic Forum summits including the annual meeting in Davos and the regional meetings in China, India, and the Middle East. He is also a member of the Forum’s Global Agenda Council on Emerging Multinationals.
Anil is the author, coauthor or coeditor of several highly acclaimed books including The Silk Road Rediscovered (Wiley, 2014), Getting China and India Right (Wiley, 2009), Global Strategies for Emerging Asia (Wiley, 2012), The Quest for Global Dominance (Wiley, 2008), Smart Globalization (Wiley, 2003), and Global Strategy and Organization (Wiley, 2003) as well as over 70 papers in leading academic journals. Getting China and India Right received the 2009 Axiom Book Awards’ Silver Prize as one of the world’s two best books on globalization and was short-listed for the Asia Society’s Annual Bernard Schwartz Book Award.
Anil’s opinion pieces have been published in Harvard Business Review, The Wall Street Journal, Financial Times, Chief Executive Magazine, Bloomberg BusinessWeek, Daily Telegraph, China Daily, Economic Times, and other outlets. He has been interviewed by Harvard Business Review, Economist, The Wall Street Journal, The Washington Post, USA Today, Forbes, BBC, CNBC, Bloomberg TV, Reuters TV, as well as other top-tier media.
Anil serves regularly as a speaker at major conferences and corporate forums in the US, Europe, Asia, Latin America, and Africa – including the World Economic Forum, Economist conferences, Chief Executive magazine’s CEO2CEO Summits, and the Yale CEO Summit. He has also served as a consultant, keynote speaker and/or executive education faculty with some of the largest corporations in the world including GE, Wal-Mart, IBM, HSBC, Deutsche Bank, H-P, SAP, Microsoft, Schneider Electric, PPG Industries, Accenture, Marriott, First Data, Jacobs, ABB, Lockheed Martin, Indian Oil, Huawei, TeliaSonera, Metso, UPM-Kymmene, Cemex, and others.
Anil is a Charter Member of TiE-DC, the premier organization of VCs and technology entrepreneurs in the US Mid-Atlantic Region. He is also an Advisor at Bangalore-based Kstart (one of the most prestigious technology incubators in India), the E-Ship Centre at IIT Bombay, and Asia Silicon Valley Connection. He has earlier served as an elected board member for several companies including Origene Technologies (a VC-backed gene cloning company), Omega (NASDAQ), Vitalink (NYSE), and NeoMagic (NASDAQ) and as an Advisor to the US-India Business Council.
In the early 1990s, China was a relatively small economy which had just built its very first highway. Mobile phones were a luxury purchased mainly by rich Europeans. And, social media meant walking over to your neighbor to borrow his/her newspaper. How the world has changed over the last twenty years. Look ahead to 2025. Notwithstanding how much change we have witnessed in recent years, it’s a certainty that the quantum of change over the next ten years will be even greater than over the last twenty. In this talk, Professor Gupta discusses the six megatrends that will drive this transformation:
The collective impact of these global game changers will be such that the structure and dynamics of the world’s economy, politics, and culture in 2025 will be fundamentally different from what they are today. Professor Gupta also discusses what these megatrends mean for countries, companies, investors and individuals in terms of who can expect to thrive in the new era.
Asia’s rise will be one of the defining game changers for the global economy in the 21st century. Asia today accounts for about a third of the world’s GDP as compared with about a quarter each for North America and Europe. Since Asia continues to grow faster than each of the other two continents, it is almost certain that, by 2025, Asia’s GDP will be larger than that of the US and Europe combined. Further, Asia’s impact on the global economy is multidimensional – as a mega-market, as the world’s factory, as a rising hub for global R&D, as a source of capital, and as the springboard for the rise of new global champions. Asia is also becoming more “Asian” in that intra-Asia trade is growing faster than Asia’s trade with the rest of the world. This talk will examine the forces propelling Asia’s rise and discuss a number of related questions including:
For almost three decades, China and India have been the two most dynamic emerging markets in the world. Unlike Latin America or Africa, both countries are resource poor. Yet, since 1990, both have been the world’s two fastest growing large economies. The answer lies in the ability of the two countries to boost the productivity of their peoples at some of the most rapid rates in the world.
As of 2015, China is the world’s second largest economy and India the eighth largest – at market exchange rates. By 2025, while China would have reduced the size gap with the United States, India is likely to have overtaken Italy, France, UK, Germany and even Japan to become the third largest. By the middle of the 21st century, both China and India are likely to overtake the U.S. also to become the world’s two largest economies. In many ways, this will be a back-to-the-future story, since China and India were the world’s two largest economies for much of recorded history. They became poor only during the 19th and 20th centuries when the industrial revolution passed them by.
In this talk, Professor Gupta discusses the factors propelling China and India, the challenges that each country faces, and implications of these developments for multinational corporations.
The structure and dynamics of the global economy are changing rapidly. Despite the ups and downs in individual economies, emerging markets as a group continue to grow at three times the pace of developed markets; by 2025, they will account for over half of the world’s GDP. The diffusion of mobile broadband to every corner of the earth continues to make cross-border collaboration easier, cheaper, and more ubiquitous. And, the technology revolution continues unabated – electric and/or autonomous cars, wearable computing, genetic engineering, shale oil and gas, human-scale robots, etc. These developments will lead to the disruption of industries at an even faster pace than what we’ve seen over the last decade.
Given these developments, what must today’s corporations do to emerge or remain as the global leaders in their industries ten years from now? The answer lies in: (i) rethinking global strategy i.e., commitment to emerging markets, atomization of the value chain, and leveraging global platforms to create highly customized local solutions; (ii) rethinking global innovation i.e., 360-degree innovation, distributed innovation, open innovation, and frugal innovation; (iii) rethinking global organization i.e., connect-and-coordinate rather than command-and-control plus a strong one-company culture; and (iv) globalizing the corporate mindset i.e., cultivating leaders who combine in-depth knowledge of key markets and cultures with an ability to connect the dots globally.
In 2000, Chrysler’s then president traveled to India to study the market. At the end of his visit, remarked: “Call me when you’ve built some roads.” He simply didn’t anticipate that the Indian auto market would grow by over 500% over the next 10 years. India’s car sales shot up from 518,000 units in 2000 to 2.8 million in 2010, making it the world’s sixth largest. Not surprisingly, Chrysler is notable for its near-absence. In 2014, Chrysler-Fiat’s share in India was a mere 0.4%.
As this story illustrates, we are in the middle of a radical paradigm shift in the global economic landscape. Non-linear changes are particularly risky times for companies and people entrenched in old mindsets. No longer can you continue to rely on old lenses to make sense of the world around you. The winning global leaders, whether individuals or companies, will be the ones with a global mindset who truly grasp the unprecedented transformation of the global economy, and possess the capabilities to sense, filter, and integrate diverse opportunities on a global scale ahead of the pack.
Through real-world examples, Professor Gupta illustrates how a global mindset can enable a company to be an early mover in identifying new opportunities in global markets. It also offers concrete guidelines that individuals and companies can use to develop a global mindset, which requires not only local depth (i.e., an openness to and knowledge of diversity across cultures and markets), but also global connect (i.e., the ability to integrate across this diversity).
Globalization is a double-edged sword. The global or globalizing firm has the potential to reap several types of benefits – the vast potential of a much larger market arena, providing coordinated products ands services to global customers, capturing scale- and location-based cost efficiencies, and exposure to a multiplicity of new product and process ideas.
However, globalization also exposes the firm to numerous strategic and organizational challenges emanating from a dramatic increase in diversity, complexity, and uncertainty – external as well as internal to the firm. How managers address these challenges determines whether globalization yields competitive advantage or disadvantage and makes the company stronger or weaker. “Smart Globalization” is the ability to capture the benefits and minimize the costs and risks.
Using real-world examines, in this talk, Professor Gupta discusses how corporate leaders can systematically globalize their firms’ market presence, what logic should guide them in leveraging the world’s physical, technological and talent resources to create competitive advantage, and what they must do to globalize the mindset of the people in the company.