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George Yip    

Leading Authority on Global Strategy, Marketing & Internationalization; Managing Global Customers; Governance and Strategy Focusing on Asia-Pacific

George Yip is one of the world's leading authorities on global strategy and marketing, managing global customers, internationalization, and multinational strategies for the Asia-Pacific region. His current research concerns strategic transformation, corporate governance and global strategy, international competitiveness, and global customers.

He is currently Dean of the Rotterdam School of Management Erasmus University, a top-ranked international business school renowned for its ground-breaking research in sustainable business practice and for the development of leaders in global business & consistently ranked amongst the top 10 business schools in Europe.

Formerly Vice President and Director of Research & Innovation at Capgemini Consulting, UK., he managed the research and innovation process to develop the intellectual capital of the company. Capgemini is a 7 billion euro global company, headquartered in France, active in consulting, technology, and outsourcing. He is also a Senior Fellow of the Advanced Institute of Management Research, which is the UK's research initiative on management.

Yip has talked to top management groups and forums all over the world, including for ABN Amro, American Express, Arab-Malaysian Bank, Arch Coal, Arup, Bank of America, BASF, Beiersdorf, Bertelsmann, Brown-Forman, Carl Zeiss, Cleanaway, Coopers & Lybrand, Deloitte Touche Tohmatsu, Delta Airlines, Deutsche Bank, Du Pont, Ernst & Young, IBM, Invensys, J-Phone (Japan), McKinsey, KPMG, Massachusetts Financial Services, Milliken, National Australia Bank, Nestlé, Nissan, Nokia, Philips, Peoplesoft, Pitney Bowes, Pricewaterhouse Coopers, Ralston-Purina, San Miguel, SAP, Sara Lee, Saudi Basic Industries Company, Singapore Airlines, Sony, Spirent, and ST Microelectronics; and for conferences held by Business Week, Far Eastern Economic Review, Forbes, Fortune, and the World Economic Forum. He has won both "best teaching" and "best research" awards.

He was previously Professor of Strategic and International Management and Associate Dean at London Business School, and the Chair of Marketing and Strategy at Cambridge University, and has also held faculty positions at Harvard Business School and UCLA, and visiting positions at China-Europe International Business School, Georgetown University, Stanford Business School, and Templeton College-Oxford. He is a Fellow of the Academy of International Business.

Yip has over ten years of full-time business experience in international business, marketing, and strategy, working in the United States and the United Kingdom. This experience includes product management with Unilever; account management with Lintas, one of the world's largest advertising agencies; and business manager with Data Resources, Inc. He was the senior manager of Price Waterhouse's strategic management consulting services in the Eastern United States, and also a Senior Associate with The MAC Group in Cambridge, Massachusetts.

His book, Total Global Strategy: Managing for Worldwide Competitive Advantage (Prentice Hall, 1992; 1995) was selected as one of the 30 best business books of 1992. Other books include Asian Advantage: Key Strategies for Winning in the Asia-Pacific Region (Addison Wesley/Perseus Books, 1998 and updated edition 2000), Strategies for Central and Eastern Europe (Macmillan Business 2000), and Barriers to Entry: A Corporate Strategy Perspective. His latest book is Managing Global Customers (Oxford University Press 2007).

He has published articles on strategy and marketing in Business Horizons, Business & Strategy, Business Strategy Review, California Management Review, Chief Executive, Columbia Journal of World Business, Global Executive, Harvard Business Review, International Business Review, International Marketing Review, Journal of Business Strategy, Journal of International Management, Journal of International Marketing, Long Range Planning, Management International Review, Planning Review, Sloan Management Review, Strategic Management Journal, and The International Executive. He holds B.A. and M.A. degrees in economics from Cambridge University; and an MBA and doctorate from Harvard Business School. A native of Asia, he is a dual citizen of the United Kingdom and of the United States.


Program Topics


Total Global Strategy: Managing for Worldwide Competitive Advantage 


Asian Advantage: Key Strategies for Winning in the Asia-Pacific Region 


Managing Global Customers

Speech Topics

Internationalization Strategies from Emerging or Smaller Economies

Global Strategy

Innovation in a Converging World

Strategic Transformation

Managing Global Customers

Going Global

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Dealing with the Financial Crisis

How companies can manage innovation in China

Build Traditions for Strategic Transformation

Strategic transformation has been a high corporate priority for the last 20 years. But very few companies manage to transform themselves before they are forced to by financial crises. The ideal, of course, is to maintain long-term superior financial performance while undertaking the necessary strategic transformations that sustain that performance. I wrote about how companies can avoid this fate in my new book, Strategic Transformation: Changing While Winning. The Financial Times said of this latest book, “Strategic Transformation is the chief executive’s in-depth guide to how to sustain and refresh strategy over time.”

We studied the 20-year financial performance of 215 of the largest publicly listed British companies. We made a further strategic analysis of those 28 companies that were found to have consistent financial performance and conducted in-depth historical research and extensive interviews with top executives at six companies.

We found three major UK winners. Tesco, the supermarket chain, began as a street stall and became one of the world’s largest retailers. Food and beverage company Cadbury Schweppes successfully challenged much bigger rivals, such as Coca-Cola and Nestlé, for decades. Smith & Nephew transformed itself from a maker of simple wound coverings to a major global player in technically advanced medical devices such as those used in orthopedic reconstruction for knees and other joints.

These three companies built a formula for successful strategic transformation. They did this by fostering alternative management coalitions and constructive tension (in other words, productive conflict), while maintaining an essential level of strategic continuity. This talk explains these traditions and how other companies might develop them.

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