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      "text": "More than three-quarters, or 78%, of respondents said that their companies expected to gain share in emerging markets, but only 13% were confident that they could take on local competitors.",
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      "text": "managers are accountable for, both individually and together with others, and about the changes that managers must promote in order to achieve continuous improvement. This doesn't mean that local managers shouldn't make use of the advantages that their global platforms and capabilities give them; it's a question of striking the right balance between local authority and global support.",
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      "text": "Most MNCs also need to retool their recruitment and training efforts, as well as their incentive programs, tying them all more closely to productivity improvement goals. For example, many employees in emerging markets spend a few years in an MNC, a significant portion of which is occupied by training programs, and then leave. In the future, training might have to de-emphasize formal classroom-type sessions in favor of on-the-job coaching.",
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      "text": "Perhaps most important is rethinking the role of both expatriate and local executives in management. Expatriates in emerging markets should take the role of team builders rather than line managers. This happens in many companies, but most can go further, making expatriates accountable for developing strong local managers by actually transferring skills and know-how rather than simply meeting short-term KPIs. This is far from easy. Placing real responsibility in the hands of often-untested executives is difficult for many companies. Shifting from an executive role to a team-building or advisory role is often a tough transition for expatriate executives. But transformation is substantially about culture; putting local managers in key leadership positions is a big cultural shift for many companies and sends the entire organization a strong message of accountability for results (while at the same time leading to cost savings, thanks to fewer high-cost expatriates).",
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      "text": "In 2013, a BCG survey of more than 150 senior executives of MNCs revealed an eye-opening disconnect. (See Playing to Win in Emerging Markets: Multinational Executive Survey Reveals Gap Between Ambition and Execution, BCG Focus, September 2013.) More than three-quarters, or 78%, of respondents said that their companies expected to gain share in emerging markets, but only 13% were confident that they could take on local competitors. Not a single company stated that it had all the capabilities required for success. The biggest concern was not the ambition but the ability to execute locally. Our observations since then",
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      "text": "Getting Started—One Country at a Time",
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