Leading Global Value Chains Track at AIB Conference 2026

Thinking Global? Start Smart… When UK companies expand overseas – whether exporting or establishing a local presence – success depends not just on what you sell, but on how ready your organisation is to adapt and thrive in new markets. Leadership is key. Boards and executives must be both globally aware and locally sensitive. Equip your teams with cultural insight, up-to-date market intelligence, and the agility to decentralise decision-making. The ability to respond quickly and appropriately to local market nuances can be the difference between opportunity and missed potential. Culture matters too. A flexible, inclusive mindset that values local knowledge, respects partnerships, and encourages collaboration will help your business build credibility and long-term trust abroad. From understanding regulatory frameworks to aligning with local business etiquette, investing in cultural competency pays dividends. Operational systems are your backbone. Finance, HR, supply chain, and compliance processes should be robust yet adaptable, supporting multi-currency, multi-language, and multi-jurisdiction operations seamlessly. Digitisation, standardisation, and localised workflows help maintain efficiency while enabling responsiveness to new opportunities. The most successful international businesses treat global growth as a strategic evolution, not a one-off project. Planning, preparation, and ongoing learning are essential to turning expansion ambitions into sustainable results. At the Doing Business Group, we believe our “Bilateral Business Guides” are an excellent starting point. They provide practical insights, market intelligence, and access to key local partners, helping UK businesses navigate new markets with confidence and clarity. Whether you’re exploring exports or a physical presence overseas, the guides are designed to support informed decisions, reduce risk, and accelerate your global growth journey. #InternationalTrade #ExportUK #GlobalExpansion #BilateralBusiness #TradeOpportunities #UKExports #MarketEntry #BusinessGrowth #CrossBorderBusiness #InternationalBusiness #TradeStrategy #GlobalLeadership #DoingBusinessGroup

Economist Impact’s The Procurement Imperative, now in its fourth year, surveyed 2026 C-suite executives on the key challenges, priorities and expectations for the function. Key findings: • Risk is on the rise, but the procurement function is more confident in its abilities to navigate uncertainty. Risk exposure, particularly from geopolitical events such as supply chain reconfigurations and conflict, has increased significantly, a development highlighted by the 64%. • Cost savings and optimisation remain, by far, the primary value that procurement delivers to the organisation, as indicated by 43% of respondents. •  Internal and external collaboration is strengthening cost control and sustainability performance. Internal collaboration has improved markedly, with 90% of respondents saying procurement collaborates effectively with the rest of the organisation and supports them in meeting the company’s vision, up from last year’s figure • The procurement function is embracing AI. The AI revolution offers broad benefits for procurement teams, including early detection of demand signals, risk mitigation, scenario planning and document automation.

We can only move at the speed of trust, a reality that most leaders hit up against at some point. I've had multiple conversations in the last few days about this concept, so I'm sharing this excellent post by Ed Morrison, encouraging you to follow him if you aren't already. "In the age of knowledge, value is not extracted—it’s generated and regenerated in ecosystems. The competitive edge now comes from how deeply we connect, not just how efficiently we control."

As global, national and local economies rapidly shift, it’s imperative that all businesses (particularly small and micro business) work collaboratively across networks and ecosystems to survive and thrive. I personally recommend to all the small businesses I work that they must collaborate and innovate to succeed in an increasingly volatile, changing market. Ed Morrison provides wisdom and insight about why collaborating in networks and ecosystems is critical now. If you don’t follow him, you should. #ecosystems #networks #collaboration

Thank you Ed Morrison To lead in this new paradigm means reimagining everything we once held true: ❤️ Develop networks, not protect boundaries. ❤️ Design routines that reward curiosity, contribution, and collaboration. ❤️ Recognize that your greatest strategic asset isn’t a product — it’s the collective intelligence of your people. Because in the knowledge age, the organizations that thrive are not those that scale efficiency — but those that scale trust, creativity, and co-creation. The future belongs to those who can lead ecosystems — not empires. 🏦 #StrategicDoing #ArivuIQ #KnowledgeEconomy #LeadershipEvolution

Globalisation has transformed the way organisations operate, compete, and grow. From seamless international trade and digital connectivity to global talent mobility, today’s businesses are more interconnected than at any point in history. For managers, this is both an opportunity and a challenge: they must navigate diverse cultures, rapidly shifting markets, and increasingly complex supply chains while keeping teams aligned across continents. This detailed guide explores how globalisation is reshaping modern management practices, highlighting the key trends, strategic implications, and essential skills managers need to lead successfully in a global business environment. https://lnkd.in/dm4B3WY2

Gothenburg U-GOT KIES researcher Carita Eklund gave a keynote on how different innovation capabilities can lead to competitive advantage at Business Finland’s seminar last week. 

𝗖𝗼𝗻𝘁𝗿𝗼𝗹 𝗢𝘃𝗲𝗿 𝗥𝗲𝘁𝘂𝗿𝗻𝘀 & 𝗥𝗲𝘃𝗲𝗻𝘂𝗲 = 𝗖𝗼𝗻𝘁𝗿𝗼𝗹 𝗢𝘃𝗲𝗿 𝗚𝗿𝗼𝘄𝘁𝗵 𝗶𝗻 𝗜𝗻𝘁𝗲𝗿𝗻𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 In international business, growth is often celebrated through 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 𝗲𝘅𝗽𝗮𝗻𝘀𝗶𝗼𝗻, more markets, more clients, more deals. But sustainable growth isn’t built on revenue alone. It’s built on 𝗰𝗼𝗻𝘁𝗿𝗼𝗹, control over returns and reinvestment power. Over the years, both in global trade operations and in business research from Harvard, INSEAD, and the London Business School, one truth stands out: 𝗧𝗵𝗲 𝗰𝗼𝗺𝗽𝗮𝗻𝗶𝗲𝘀 𝘁𝗵𝗮𝘁 𝗰𝗼𝗻𝘁𝗿𝗼𝗹 𝘁𝗵𝗲𝗶𝗿 𝗿𝗲𝘁𝘂𝗿𝗻𝘀 𝗰𝗼𝗻𝘁𝗿𝗼𝗹 𝘁𝗵𝗲𝗶𝗿 𝗱𝗲𝘀𝘁𝗶𝗻𝘆. Here’s why  1. 𝗥𝗲𝘃𝗲𝗻𝘂𝗲 𝗙𝘂𝗲𝗹𝘀 𝗘𝘅𝗽𝗮𝗻𝘀𝗶𝗼𝗻 — 𝗥𝗲𝘁𝘂𝗿𝗻𝘀 𝗙𝘂𝗻𝗱 𝗟𝗼𝗻𝗴𝗲𝘃𝗶𝘁𝘆 Revenue opens doors. But returns  the profit that stays in your system  determine how far you can walk through them. If high operational costs, import duties, or weak local partnerships erode your margins, you lose the ability to reinvest and compound growth. 𝗥𝗲𝘃𝗲𝗻𝘂𝗲 = 𝘃𝗶𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆 | 𝗥𝗲𝘁𝘂𝗿𝗻𝘀 = 𝘃𝗲𝗹𝗼𝗰𝗶𝘁𝘆.  𝟮. 𝗖𝗼𝗻𝘁𝗿𝗼𝗹 𝗖𝗼𝗺𝗲𝘀 𝗳𝗿𝗼𝗺 𝗢𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽 International business policy schools like Wharton and IMD emphasize that “control points” supply chain, pricing power, brand ownership  are the levers of growth. When you outsource too much, you may scale revenue but surrender control over returns. When you own the key links of your value chain, you decide how much value stays within your ecosystem.  𝟯. 𝗣𝗼𝗹𝗶𝗰𝘆 𝗜𝘀 𝗡𝗼𝘁 𝗮 𝗖𝗼𝗻𝘀𝘁𝗿𝗮𝗶𝗻𝘁 — 𝗜𝘁’𝘀 𝗮 𝗖𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗶𝘃𝗲 𝗘𝗱𝗴𝗲 The firms that thrive globally don’t react to trade policy; they leverage it. Understanding bilateral trade agreements, tax treaties, and currency policies lets you design models that protect returns — not just boost top-line revenue. Strategic leaders integrate 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗽𝗼𝗹𝗶𝗰𝘆 + 𝗳𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹 𝗱𝗶𝘀𝗰𝗶𝗽𝗹𝗶𝗻𝗲 + 𝗹𝗼𝗰𝗮𝗹 𝗮𝗴𝗶𝗹𝗶𝘁𝘆 into one growth formula.  𝟰. 𝗧𝗵𝗲 𝗚𝗹𝗼𝗯𝗮𝗹 𝗚𝗿𝗼𝘄𝘁𝗵 𝗘𝗾𝘂𝗮𝘁𝗶𝗼𝗻 𝗖𝗼𝗻𝘁𝗿𝗼𝗹 → 𝗥𝗲𝘁𝘂𝗿𝗻𝘀 → 𝗥𝗲𝗶𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁 → 𝗚𝗿𝗼𝘄𝘁𝗵. It’s not enough to grow faster; you must grow stronger — with profitability and decision power intact. Because in international markets, whoever controls returns and reinvestment… controls growth itself.  𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻 𝗳𝗼𝗿 𝗟𝗲𝗮𝗱𝗲𝗿𝘀 & 𝗙𝗼𝘂𝗻𝗱𝗲𝗿𝘀 As you scale across borders  are you expanding 𝗳𝗼𝗿 𝗿𝗲𝘃𝗲𝗻𝘂𝗲, or designing 𝗳𝗼𝗿 𝗰𝗼𝗻𝘁𝗿𝗼𝗹? How do you balance top-line ambition with bottom-line discipline? #InternationalBusiness #Leadership #GlobalTrade #StartupStrategy #RevenueGrowth #Returns #MarketExpansion #BusinessDevelopment #Strategy #GlobalLeadership

How do cooperation and conflict jointly shape open innovation? https://lnkd.in/e5RaH6HG #Innovation #InnovationManagement #IndustryClusters #Regions #RegionalClusters #Business #Strategy #Management #Coopetition #OpenInnovation #China #Asia AACSB #EconomicSciences #CreativeDestruction Academy of International Business (AIB) Academy of Management Insights China Europe International Business School (CEIBS)

Innovation is an essential requirement for competitiveness. ⚫ Mark D. Leslie (MBA), shares why organizations must continually adapt and develop new ideas to both retain customers and attract new ones in today’s global marketplace. Watch: https://lnkd.in/g7ZR4zch #ProfessionalServices #DefiningInnovation #InnovationInsights #Strategy