George Yip is one of the world's most renowned experts on:
- global strategy and marketing & managing global customers
- strategic transformation & internationalization strategies
- innovating in a converging world & international competitiveness
George has talked to top management groups at major global corporations and at international forums hosted by the world's premier business publications. He has advised numerous major companies on global account management, including Bank of America, Cap Gemini, Coopers & Lybrand, and Hewlett-Packard. He has won both "best teaching" and "best research" awards and has published extensively in major business journals worldwide.
He is the author of several well received books. His current book is Strategic Transformation (Palgrave Macmillan, 2013). George’s other books include Managing Global Customers and Total Global Strategy: Managing for Worldwide Competitive Advantage. Total Global Strategy was selected as one of the 30 best business books of 1992; it has been published in ten languages and was updated as Total Global Strategy–3rd Edition.
George Yip is Professor of Management and Co-Director of the Centre on China Innovation at China Europe International Business School. From 2008-2011, he was Dean of Rotterdam School of Business at Erasmus University. He is a Fellow of the Advanced Institute of Management Research and of the Academy of International Business. George is also a Visiting Professor at Imperial College Business School. He is Co-Executive Editor of Chinese Management Insights.
- Strategic Transformation
- Managing Global Customers
- Global Strategy
- Innovation in a Converging World
- Internationalization Strategies from Emerging or Smaller Economies
- The Challenge of Globalization
- Global Strategies for Business Schools
- Global Value Chains
- Anderson Consulting
- Bank of America
- Cap Gemini
- Coopers & Lybrand
- KPMG, McKinsey
- Price Waterhouse
- Professor of Management and Co-Director of the Centre on China Innovation at China Europe International Business School
- Visiting Professor at Imperial College Business School (2011 – 2013)
- Co-Executive Editor of Chinese Management Insights
- Former Dean, Rotterdam School of Management, Erasmus University (2008-2011)
- Fellow, Advanced Institute of Management Research
- Fellow, Academy of International Business and of the International Academy of Management
- Author of several books
- Former Vice President and Director of Research and Innovation, CapGemini Consulting
- Former Professor of Strategic and International Management, London Business School
- Former Chair of Marketing and Strategy, Cambridge University
- Faculty positions at Harvard Business School, UCLA
- Visiting positions at China-Europe International Business School, Georgetown University, Stanford Business School, Templeton College, Oxford
- Former senior manager, Price Waterhouse's strategic management consulting services in the Eastern US
- Product management, Unilever
- Account management, Lintas
- BA and MA in economics, Cambridge University
- MBA & doctorate, Harvard Business School
Strategic Transformation (Palgrave Macmillan, 2013)
Managing Global Customers—An Integrated Approach (Audrey J.M. Bink, coauthor; 2007)
Total Global Strategy: Managing for Worldwide Competitive Advantage (1995)
Asian Advantage: Key Strategies for Winning in the Asia-Pacific Region (1998)
Strategies for Central and Eastern Europe (2000)
Barriers to Entry: A Corporate Strategy Perspective
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. We set out to learn whether any companies have pulled off this magic double trick and how they did it. We investigated 215 of the largest publicly listed British companies. We found that only 28 (or 13% of the 215) achieved consistently superior financial performance over the 20 years from 1984 to 2003. Then of these 28, only four (fewer than 2% of the 215) also achieved successful strategic transformation. We carried out interviews with 46 senior executives, tracing back management processes for over 40 years in three of these four ”successful strategic transformers” (SSTs), pairing them with three comparator companies, to understand how they did it. We found that the SSTs developed four historical traditions over a 40 year or longer period, each of which contributed to the companies’ ability for strategic transformation. These traditions are those of continuity, anticipation, contestability, and mobility. This talk explains these traditions and how other companies might develop them.
Palgrave Macmillan (Jan 8, 2013)
This book argues that most multinational companies lack an adequate global strategy. The material provides a systematic framework for evaluating which elements of strategy to globalize and by how much, and a practical guide on how to implement a globalization strategy in order to achieve a successful, total global strategy.
Prentice Hall; 3 edition (September 25, 2011)
George tailors each presentation to the needs of his audience and is not limited to the topics we have listed below. These are subjects that have proven valuable to customers in the past and are meant only to suggest his range and interests. Please ask us about any subject that interests you; we are sure that we can accommodate you.
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.
How companies can manage innovation in China
Dealing with the Financial Crisis
Managing Global Customers
Innovation in a Converging World
Internationalization Strategies from Emerging or Smaller Economies