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 Anil  Gupta, Ph.D Image

Anil Gupta, Ph.D

Michael Dingman Chair in Strategy & Entrepreneurship, The Smith School of Business, University of Maryland; Foremost Authority on Strategy, Globalization and Emerging Markets

Travels From:
District Of Columbia
Fee Range:
$25,000 - $40,000

Featured Videos

Anil Gupta: China's Economy

Anil Gupta: Crosstalk


Anil K. Gupta is widely recognized as one of the world's leading experts on strategy, globalization and emerging markets. He is the Michael Dingman Chair in Strategy and Entrepreneurship at the Smith School of Business, The University of Maryland. He is also a Visiting Professor of Strategy at INSEAD, where he previously served as the INSEAD Chaired Professor in Strategy.

Anil was recently recognized by the Economist magazine as one of the world's "rising superstars" in a cover story on "Innovation in Emerging Economies." His latest book, Getting China and India Right: Leveraging the World's Fastest-Growing Economies for Global Advantage, received the 2009 Axiom Book Awards' Silver Prize as one of the world's two best books on globalization/international business and was a finalist for the Asia Society's Annual Bernard Schwartz Book Award. Anil regularly serves as a keynote speaker at major conferences and corporate forums across the globe including the World Economic Forum, Economist conferences, the BusinessWeek CEO Forum, the Global Partnership Summit, the Yale CEO Summit, and the Global Leadership Conference, Shanghai.

Speech Topics

Capturing synergies across businesses is one of the hardest tasks for most CEOs.

Gupta shares insights from his research and consulting experience about why most companies talk incessantly about the benefits of synergy but find it very hard to actually realize these benefits. He talks about how companies can sidestep three common pitfalls in the pursuit of synergies: assuming that just because two businesses have something in common, there must be synergies; ignoring the possibility that alliances between independent companies may sometimes be more effective and efficient than internal coordination between peer business units; and, looking only at the potential benefits while ignoring the costs associated with trying to realize synergies.

Individuals differ in how they sense and interpret the world around them. So do organizations. And, these differences matter.

Gupta shares his insights about why far too many companies are blind to the ongoing transformation of the global economy and the real opportunities and challenges resulting from this transformation. He offers concrete guidelines that individuals and companies can use to develop a global mindset. The development of a global mindset requires not only an openness to and knowledge of diversity across cultures and markets but also the ability to integrate across this diversity.

The Quest for Global Dominance: Transforming Global Presence Into Global Competitive Advantage

Gupta talks about the key questions that business leaders must address in order to develop winning strategies to go global and to transform global presence into global advantage. He offers conceptual frameworks that executives can use to answer these questions and illustrates these frameworks with compelling examples.

Is Your Company A Rule Maker or A Rule Taker?

Gupta talks about why every company must cultivate a bias for changing the rules by which it plays the global game within its industry. He then shares the logic that companies can use to reinvent the rules of the game by rethinking answers to the three classic questions for every business: How can we dramatically redefine who our target customers are? How can we dramatically reinvent the value that we should be delivering to our customers? And, how can we dramatically redesign the end-to-end value chain architecture in order to create and deliver this value?

The rise of China and India is a game-changing phenomenon.

Gupta talks about why China and India are the only two countries in the world that simultaneously constitute four game-changing realities: mega-markets for almost every product and service, platforms to dramatically reduce a company’s global cost structure, platforms to significantly boost a company’s global technology and innovation base, and springboards for the emergence of new fearsome global competitors. He then outlines how companies can leverage the market and the resource opportunities presented by the China and India phenomenon to achieve global dominance within their particular industries.

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