Dr. Anil K. Gupta

Anil Gupta's Accomplishments Include . . .
Dr. Anil K. Gupta is widely recognized as one of the world's leading experts on strategy and globalization. Dr. Gupta is the Michael Dingman Chair in Global Strategy & Entrepreneurship at the University of Maryland's Smith School of Business. He received a doctorate from Harvard Business School, an M.B.A. from the Indian Institute of Management, and a B.Tech. from the Indian Institute of Technology. Anil K. Gupta also serves as chief advisor to The China India Institute, a Washington DC-based research and consulting organization.

Dr. Gupta is also the author, co-author, or co-editor of over seventy papers and four books, including: Getting China and India Right, The Quest for Global Dominance, Smart Globalization and Global Strategy and Organization.

Dr. Anil Gupta serves as a regular columnist on "Getting China and India Right" for BusinessWeek. His opinion pieces have also been published in The Wall Street Journal, Financial Times, Chief Executive Magazine, The Daily Telegraph, China Daily, Economic Times, and other outlets. Anil Gupta has also been quoted by The Economist, The Wall Street Journal, The Washington Post, USA Today, BusinessWeek, BBC, CNBC as well as other leading media in the U.S., China, India, and Europe.

The recipient of numerous awards for excellence in research and teaching, Dr. Anil Gupta has been recognized by BusinessWeek as "Outstanding Faculty" in its Guide to the Best B-Schools, inducted into the Academy of Management Journals' Hall of Fame, and ranked by Management International Review as one of the "Top 20 North American Superstars" for research in strategy and organization.

Anil K.Gupta serves regularly as a keynote speaker at major conferences and corporate forums in the United States, Europe, China, and India – including the BusinessWeek CEO Forum, the Global Partnership Summit organized by Confederation of Indian Industry, the CEO2CEO Summit organized by Chief Executive magazine, the Yale CEO Summit, and the Global Leadership Conference, Shanghai.

More About Anil K. Gupta…
Dr. Anil Gupta has also served as a consultant, adviser, keynote speaker and/or executive education faculty on strategy and globalization with some of the largest corporations in the world including IBM, Astra Zeneca, National Semiconductor, Marriott, First Data, Jacobs Engineering, Monsanto, ABB, Lockheed Martin, McGraw- Hill, Indian Oil, Huawei Technologies, McCormick, TeliaSonera, Metso, UPM-Kymmene, Finnair, Cemex, Penoles, and the IRI Group.

Dr. Anil Gupta is also a member of the board of advisors for Asia Silicon Valley Connection, RavGen, and India Globalization Capital. Additionally, he has been an advisor to the US-India Business Council.

• Smart Globalization

  Globalization is a double-edged sword. The global or globalizing firm can reap benefits such as the vast potential of a much larger market arena, opportunities to capture scale and location based cost efficiencies, and the potential to tap the world for talent and innovation. However, globalization also exposes the firm to numerous strategic and organizational challenges emanating from a dramatic increase in diversity, complexity, and uncertainty. Even the mightiest corporations have stumbled on the road to globalization – witness Wal-Mart’s complete failure in and exit from Germany and South Korea. This talk will focus on why some companies excel at globalization while others stumble and offer a blueprint for smart globalization.

• Cultivating A Global Mindset

  Individuals differ in how they sense and interpret the world around them. So do organizations. And, these differences matter. Far too many companies are blind to the ongoing transformation of the global economy and the real opportunities and challenges resulting from this transformation. This talk will offer 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.

• Changing the Rules of the Global Game

  The next decade will mark a structural transformation of the world economy more profound than any in the last hundred years. Emerging markets now constitute eight of the world’s twenty-four largest economies and are growing at three times the pace of the developed ones. In fact, by 2025, the combined GDP of the “E8” (the eight largest emerging economies) could be as large as that of the “D8” (the eight largest developed economies). This talk will discuss the nature of the rapidly changing global landscape, the forces propelling these changes, and the implications of these changes for corporate strategy, public policy, and the development of organizational and managerial capabilities. Depending on the composition of the audience, the talk could be tailored to include implications for a particular geographic region (e.g., Latin America, Middle East, Africa, Southeast Asia, etc.) or a particular industry (e.g., telecommunications, hotels, etc.).

• Global Enterprise 2020

  How must the global enterprise change if it is to emerge as one of the winners ten years from now? We argue that the successful global enterprise of tomorrow will be one that figures out how to take advantage of three realties: the rapid growth of emerging markets and the increasing multi-polarity of the world economy; enduring cultural, political, and economic differences across countries and regions; and the rapidly growing integration of national economies. Organizationally, it will be managed as a globally integrated enterprise rather than as a federation of regional or national fiefdoms. And, it will be led by business leaders who have global mindsets and who are masters at building bridges rather than moats. This talk will lay out the building blocks of the winning global enterprise of 2020.

• Getting China and India Right

  Business leaders of far too many companies see still China and India from the lens of off-shoring and cost reduction and limit their marketing to the top 5-10 percent of the richest consumers. Over the next 5-10 years, such short-sightedness will likely prove to be a fatal mistake. Based on solid data and rich examples, we point out that 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. This talk will outline 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.

• Global Champions from Emerging Economies

  As illustrated by companies such as India’s Tata Motors and Infosys, China’s Huawei Technologies and Haier Group, Brazil’s Embraer, and Mexico’s Cemex, this is the era of the emerging market multinational. In 1995, there were only 5 companies from China and India in the Fortune Global 500 list. In 2009, the number was 44. By 2020, it could grow to 150. Given the scale and growth rates of emerging economies coupled with access to global capital and global talent, it has now become much easier for an ambitious company from an emerging economy to become a global powerhouse and compete head-on with established giants such as Nissan, IBM, Cisco, and the like. This talk will focus on the forces that are propelling the rise of the emerging market multinational, the opportunities and challenges they face, the relative strengths and weaknesses of the Chinese dragons versus the Indian tigers, and how established companies from developed economies can compete effectively with these challengers.