Winning: The Answers: Confronting 74 of the Toughest Questions in Business Today (2 page)

W
hen we wrote
Winning
, we assumed that globalization had so incontrovertibly arrived that people were past resisting it and had moved on to vigorous adaptation. We were partially right. Most people do now grasp globalization’s opportunities, such as expanding markets, but many still struggle with the other side of the equation—that is, how to combat “the fast-moving global competitors,” as one exasperated manager put it, “popping up everywhere.”

And pop up they will from here on out. With the emergence of India and China, and the gradual reawakening of Europe, the global economic system will only become more integrated. And as the answers that follow suggest, companies can’t really delay. You have to get in the game now.

Y
ou can’t! You can’t prevent the Chinese from copying any of your efficiency-boosting processes, and guess what, you can’t prevent the Romanians, Mexicans, or the Americans, either. In fact, you have to assume that every one of your competitors, from Indonesia to Ireland, is eager and able to imitate your best practices. And that they will.

Which is why your question is worrisome. It sounds as if you might be getting that no-option-but-surrender feeling about today’s competitive environment. But such defeatism kills companies. Instead, you have to get yourself energized by the challenge of finding breakthrough ideas and processes. Today’s competitive dynamic has to make you want to run faster, think bigger, and work smarter.

And to what end? The answer is simple: innovation. There are, of course, other ways to compete, but without doubt, innovation is the most sustainable in today’s global marketplace.

Luckily, there are two ways to innovate, and together they can deliver a real knockout punch.

The first form of innovation is exactly what you would expect: the discovery of something original and useful—a new molecule, a breakthrough piece of software, a game-changing technology. This kind of classic innovation, of course, can happen by accident (in a garage, say), but far more often, it occurs when companies actively build a culture where new ideas are celebrated and rewarded. It happens, in fact, when companies basically define themselves as laboratories for new products or services. Think of Procter & Gamble and Apple. Both epitomize the innovation culture—and its competitive advantages.

But there is a second, less glorified way of innovation that is just as effective. It is the continuous, aggressive improvement of what you already sell or how you already do business. Yes, people must innovate by discovering totally new concepts, as we’ve just described. But companies can (and must!) also innovate by searching for best practices, adapting them, and
continuously improving them.
It is that activity, in particular around costs, quality, and service, which will most effectively drive the 30 to 40 percent cost reductions required in today’s competitive environment.

The process of continuous improvement really has no boundaries or limits. It is an R & D team finding a new way to make a long-established molecule do something different, and a software engineer finding new applications for an upgraded piece of old software. It is people throughout the organization pushing relentlessly to take established products and services to the next level, blowing up the status quo of “that’s how it’s done around here,” and replacing it with a mind-set that shouts, “We are never done looking for a better way.”

A best-practices culture, in other words, has no endpoint. Once a company thinks it has left the competition somewhere in the dust, it needs to start searching again for the “new and improved,” always staying one or two steps ahead.

If the search is continuous, it also has to be as wide as you can make it. Don’t just seek out best practices hiding under a rock in your own backyard, that is, down the hall in another department or a hundred miles away in another division. Look at other companies in your industry—and outside too. GE learned the nitty-gritty of lean manufacturing by visiting Toyota factories around the world. It learned the art and science of improving inventory turns by studying best practices at American Standard, a plumbing and air-conditioning company. In fact, if there is one thing you can be sure of, it is that companies—if they are not direct competitors, of course—love to share success stories. They are proud to showcase what they are doing well. All you have to do is ask. And ask is what people in best-practices cultures do—all the time.

At this point, perhaps, you are thinking that it is easy to extol the virtues of a best-practices culture but much harder to put one in place. You are absolutely right. Too often, companies resort to sloganeering on this front. They give best practices the old motherhood and apple pie treatment.
Best practices are good,
they say,
we believe in best practices,
and so on. Of course, this kind of generic cheerleading results in…nothing.

In real best-practices cultures, the fanatic pursuit of new ideas is baked into the mission of the company. Moreover, searching for best practices and the desire to continuously learn and improve are behaviors that are evaluated in every performance appraisal and rewarded financially. In best-practices cultures, leaders hire and promote only people who have a thirst for continuous learning.

Without doubt, putting an innovation culture in place is hard. But doing so is not one of those choices you can sit around and debate. Either you buy into discovery plus continuous, never-ending improvement as a way of life in your company, or you can wave at your competitors—as they pass you by.

A
ctually, don’t just worry. Be afraid—be very afraid.

In a global world, scale is a competitive weapon you cannot ignore. And scale is what China can give you, with its vast markets, low-cost manufacturing, and increasingly strong technical talent. No wonder companies from around the world, including, it seems, your two main competitors, are tripping over themselves to get a foothold there.

It is also no surprise that your competitors, in their early efforts, are not yet profitable in China. Most foreign companies haven’t yet figured out how to take the pain out of entry there. Regardless, even if your competitors appear to be in that category, remain paranoid. Because if they eventually do find a way to take advantage of China’s opportunities, they could leap into another competitive league, leaving you far behind.

So, our first advice is to channel the energy you spend worrying to ask yourself a number of hard questions about
why
your competitors have gone to China. What exactly do they see? Is it just the huge market? Or do they have a unique product or service offering the Chinese will jump at? Is it a manufacturing cost edge, or is it a low-cost, low-investment process that will change the game? Is it access to new technologies that might change your product’s functionality or design appeal to customers? Is it potential partnerships with Asian companies that will, in due time, send imports of your product back to Canada and the rest of the world?

Throughout this soul-searching process, your operating assumption must be that your competitors know something about China’s upside that your company does not.

Even though that may not end up being true.

The fact is: China is littered with the wrecks of companies that went to China just to go to China. They went, for instance, because their two main competitors had gone, and someone in the organization (like you, perhaps) couldn’t get a good night’s sleep because of it. They went because the “China or bust” mantra is invoked everywhere these days, from business school classrooms to boardrooms, all duly reported in the media. They went because, well, there is just a pervasive sense that
everyone
is going.

None of these are good enough reasons.

Yes, the allure of China’s scale is enormous, and the competitive power of scale is real. But there is no point going to China if you don’t know how China’s scale is going to make you a better, more productive, more profitable company. In that way, the decision to go to China is just like the decision to enter any new market, be it over a state line or across an ocean. It has to make strategic and financial sense. Maybe not immediately, but in a reasonable amount of time.

So, our final advice to you is where we started—that you should indeed worry. In fact, you should assume that your competitors have figured out how China’s scale will improve their market position and economics going forward. Then take that fear and use it to start a conversation in your company about why you haven’t figured out your company’s China advantage.

It could be that there isn’t one. Not every company has to go to China, but most do and most should.

As long as they know why.

Y
our comfort level with doing business in Russia depends on how much stomach and capacity you have for risk. Russia has huge potential for opportunity but plenty for disappointment too. You could say the same thing about China, perhaps, but it seems to us that by comparison, Russia has less upside and more obvious downside.

To start with, let’s look at what’s promising about Russia. Sure, it’s a fraction of China’s size, with China’s one billion head count, but with 140 million people, Russia is bigger than every single-country market in Europe, not to mention Japan.

And without doubt, some sort of economic transformation is occurring in Russia. GDP growth has averaged more than 6 percent per year for the past six years. Compare that to France or Germany! Meanwhile, over the last five years, capital spending has averaged annual gains of greater than 10 percent, and personal income 12 percent.

The driver of all this growth has been Russia’s enormous store of natural resources—timber, minerals, and most of all, oil. In fact, Russia has enough oil to make itself not only energy self-sufficient, but a significant exporter as well.

The Russia picture darkens, however, when you look at other facts. Something like a quarter of Russia’s economy is underground, riddled with corruption, and impervious to any kind of regulation that makes business fair and transparent. We have long railed against regulation as a hallmark of bureaucracy, but for an outside investor, Russia makes a compelling case for the opposite view. You can really come to love regulation when you try to do business in a country that doesn’t have any.

Russia, of course, doesn’t have a lock on lawlessness. China has a veritable army of pirates, and many foreign companies trying to do business there have been stymied (or worse) by what we would consider blatant violations of intellectual property law. Chinese lawlessness, however, is somewhat surreptitious compared to Russia’s, which we would take as a (small) sign that it is less accepted by officialdom.

Two more points of comparison about Russia and China bear quick mention. The first is manufacturing. China’s is thriving. Russia’s factories remain stuck in a state of grim Communist-era disrepair. There just hasn’t been significant investment in bringing these facilities into the twenty-first century. Meanwhile in China, new factories are being built with an eye toward the future.

The second is social stratification. Russia is cash rich—that oil!—but its distribution of wealth is a throwback to the days of the czars. A tiny number of people have a ton of money; most people, especially those in the vast countryside, have very little. There is virtually no in-between. China, by contrast, has a growing consumer base of more than one hundred million people—almost as large as Russia’s total population. Their purchasing power will increasingly be able to support a healthy, sustainable economy.

Now, we don’t want to sound too pessimistic about Russia and too bullish on China. Both countries are in the midst of grand experiments. Russia is trying to create some mix of capitalism and democracy while using a totalitarian approach to fighting both general lawlessness and the scourge of terrorism. China is trying to create a form of society with no antecedent: a market-driven (i.e., free) economy within a Communist superstructure that limits personal freedom. Who knows where either of these works in progress will end up ten years from now, let alone fifty.

But when you come right down to it, China does have an edge for outside investors. Its population is bigger by almost a factor of ten, for starters. Second, its culture is more entrepreneurial; in our experience, there are simply more people in China than in Russia who are energized to win, creative, fierce, and ambitious. Third, China provides a more attractive export base, given its broad manufacturing and technology capabilities. And finally, and perhaps most important, China is focused on the industries of the future—electronics, medical devices, and other forms of technology. After oil and other natural resources, Russia’s major industries are machine building and metalworking. Those are more yesterday’s stories.

All in all, that’s why for us, it feels hard to get as excited about Russia as about China. Still, your company is not unwise to expand there. It could turn out to be very smart. Time will tell.

Time has already told with China. In today’s global marketplace, you
have
to be there. That’s not true of Russia, even with its expanding economy. But if you have the resources to absorb the risk of doing business there, why not?