The GET: The Global Enterprise Thread

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Hosted by Christopher Caine, President of the Center for Global Enterprise, The GET pulls business and management insights from today’s economic and societal developments to help global enterprise leaders move to the future with greater agility and performance. Offering timely conversation and analysis with renowned business leaders, The GET addresses the most pressing topics confronting global business and management.

Introducing The GET

The GET pulls business and management insights from today’s economic and societal developments to help global enterprise leaders move to the future with greater agility and performance. Offering timely conversation and analysis with renown business leaders, The GET addresses the most pressing topics confronting global business and management.

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Supply Chain Strategies to Manage Turbulent Geopolitical and Societal Developments

First, the global pandemic. Now, it’s the crisis in Ukraine and the COVID supply chain developments in China. Supply chains have certainly been getting a lot of attention—and a lot has not been positive. The good news is enterprise leaders understand the critical role of supply chains more than ever, and the public has a new appreciation of how supply chains affect so many facets of daily life. How can we build better, more resilient supply chains that are agile and able to quickly address unforeseen, yet catastrophic events? Samuel J. Palmisano, CGE founder and Chairman, former IBM Chairman and Michael Spence, Nobel Laureate, and former Dean of the Stanford School of Business, join us to discuss strategies for managing supply chain in turbulent times.

To learn more about digital supply chains, go to the Digital Supply Chain Institute (DSCI), dscinstitute.org.

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Business Continuity in Turbulent Times

The world is experiencing numerous disruptions--geoeconomics, geopolitical, technology, climate change, etc. While turbulence and disruption are constant pressures on business, throw into that mix the fact that the pace of business keeps accelerating and its clear why companies are viewing data as the engine that powers more and more operations, enabling flexibility and agility. Yet, many businesses struggle to identify and protect the critical information they need for operations. Joining us to discuss how CEOs can ensure business continuity in turbulent times are Samuel J. Palmisano, CGE founder and Chairman, former IBM Chairman, and Karen Evans, Managing Director, Cyber Readiness Institute.

To learn more about the non-profit Cyber Readiness Institute, and for free resources and guides, go to BeCyberReady.com.

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Restructuring Economic Relationships and Business Models Driven by the Ukraine Crisis

The Ukraine crisis is driving a restructuring of economic relationships and business models.
With unprecedented economic sanctions against Russia, global business leaders are having to adjust to new rules governing critical economic and business relationships. Is this a permanent reshaping of global economic relationships and financial systems? Samuel J. Palmisano, CGE founder and Chairman, former IBM Chairman, and Michael Spence, Nobel Laureate, and former Dean of the Stanford School of Business, share their views and offer advice for business leaders.

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Managing Brand Identity and Strategy When Driven by Geopolitical Events

An unprecedented number of companies have supported economic sanctions against Russia in response to its invasion of Ukraine—in several cases going beyond what the sanctions call for. In the past, companies have rarely taken public positions that could hurt profits. That has changed and the public—and employees--now expect global brands to do the right thing. Shelly Lazarus, Chairman Emeritus, Ogilvy, and Jon Iwata, Executive Fellow at Yale School of Management, and former IBM Senior Vice President and Chief Brand Officer, help business leaders navigate managing brands and marketing strategies when driven by geopolitical events.

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Restructuring Business Models in a U.S-China Decoupling Economy

For the last 40 years the United States and China, the two largest economies in the world, have been leading forces for global economic integration. Today, both are signaling their interest in decoupling major parts of their economies from the other. The impact on the global economy is to be determined, but the need for CEOs and business leaders to assess the impact of this decoupling is immediate. To discuss the challenge and perhaps the opportunity this decoupling presents, we sit down with Doug Haynes, managing partner of Council Advisors, and Dave Kappos, partner at Cravath, Swaine & Moore and former Director of the U.S. Patent and Trademark Office.

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The Data Enterprise: Managing for Growth and Trust

Companies are becoming data enterprises with data-infused business models that are reinventing how decisions are made. This is creating opportunities and challenges for business leaders, but also bringing increased scrutiny to ensure that new digital technologies such as artificial intelligence (AI), machine learning, and algorithms address concerns around whether companies can be trusted with these new capabilities. To help CEOs navigate this new terrain, we sit down with Ken Chenault, Chairman and Managing Director of General Catalyst and former Chairman and CEO of American Express, and Jon Iwata, Executive Fellow at Yale School of Management and former IBM Senior Vice President and Chief Brand Officer.

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The Innovation Race: U.S., China, and?

The United States has been an innovator and technology leader since the first integrated circuits were invented over 60 years ago. Through a combination of government investment, entrepreneurship, university-backed research, available seed funding and eager financial markets, the U.S. has led the world and set standards in most tech categories. But no lead is guaranteed and other nations, particularly China, are making rapid advances. In this episode, we explore where the “Innovation Race” stands today and the economic decoupling taking place between China and the U.S. that is forcing CEOs, business leaders, and other national leaders to rethink their investment and operating models.

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Global Inflation: Three Decisions CEOs Should Make

Countries around the world are experiencing the highest rates of inflation in decades. In fact, it has been more than 40 years since current inflation rates have been this high in the United States. Current CEOs and business leaders have little direct experience to draw upon to manage through this kind of general economic environment. Apart from Warren Buffet, no current Fortune 1000 CEO has been serving long enough to have this “muscle memory.” What are the decisions CEOs should be making today, 90 days from now, and 6 months from now to manage through this inflationary situation?

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New Trade Realities: How CEOs Can Embrace Open Trade Regionalism

One of the greatest developments for global trade and economic growth after World War II was the creation of multilateral institutions that set the rules for international trade and economic relations among countries. Institutions like the World Trade Organization (WTO) have brought countries together to agree to a set of common practices. But as the WTO was launched to harmonize of rules for traditional commerce, technology was enabling a whole new type of commerce and only a decade later, eCommerce was a part of everyday life for billions of people. Today's CEOs must decide how to advance their tangible and intangible investments and assets, if they are to capture global opportunities. And they have to do this as geopolitics is reasserting itself over geoeconomics as the organizing principle for trade. CEOs need to adjust to a new landscape that is very different from the rules that have been in place for over 30 years.

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