Multinational Talent: Scarcity in the Midst of Plenty
Anil K. Gupta is widely recognized as one of the world’s leading experts on strategy and globalization. He is the Michael Dingman Chair in Global Strategy & Entrepreneurship at the Smith School of Business, The University of Maryland at College Park.
Gupta is the author, coauthor, or coeditor of over seventy papers and four books: Getting China and India Right (Jossey-Bass/Wiley, February 2009), The Quest for Global Dominance (Jossey-Bass/Wiley, 2008), Smart Globalization (Jossey-Bass/Wiley, 2003), and Global Strategy and Organization (John Wiley, 2003). Gupta serves as a regular columnist on “Getting China and India Right” for BusinessWeek. His opinion pieces have also been published in The Wall Street Journal, Financial Times, Chief Executive Magazine, The Daily Telegraph, China Daily, Economic Times, and other outlets. He has also been quoted by The Economist, The Wall Street Journal, The Washington Post, USA Today, BusinessWeek, BBC, CNBC as well as other leading media in the U.S., China, India, and Europe.
The recipient of numerous awards for excellence in research and teaching, Gupta has been recognized by Business Week as an Outstanding Faculty in its Guide to the Best B-Schools, inducted into the Academy of Management Journals’ Hall of Fame, and ranked by Management International Review as one of the “Top 20 North American Superstars” for research in strategy and organization.
Gupta serves regularly as a keynote speaker at major conferences and corporate forums in the United States, Europe, China, and India – including the BusinessWeek CEO Forum, the Global Partnership Summit organized by Confederation of Indian Industry, the CEO2CEO Summit organized by Chief Executive magazine, the Yale CEO Summit, and the Global Leadership Conference, Shanghai. He has also served as a consultant, adviser, keynote speaker and/or executive education faculty on strategy and globalization with some of the largest corporations in the world including IBM, Astra Zeneca, National Semiconductor, Marriott, First Data, Jacobs Engineering, Monsanto, ABB, Lockheed Martin, McGraw- Hill, Indian Oil, Huawei Technologies, McCormick, TeliaSonera, Metso, UPM-Kymmene, Finnair, Cemex, Penoles, and the IRI Group.
Gupta has also served as a visiting professor at Stanford University, Dartmouth College, Bocconi Business School (Italy), Helsinki University of Technology (Finland), and IPMI (Indonesia).
He received a doctorate from Harvard Business School, an M.B.A. from the Indian Institute of Management at Ahmedabad, and a B.Tech. from the Indian Institute of Technology at Kanpur. Gupta also serves as chief advisor to The China India Institute, a Washington DC-based research and consulting organization.
Anil Gupta: When I think of the labor market in places like China and India, I think of it as scarcity in the midst of plenty--plenty because you have of, course, hundreds of millions of people in the labor pool, and over the last 20 years the labor pool in both China and India has been growing at one to one and a half percent per year. The unemployment is not too high. I mean, it's about nine and a half percent in India, but most of it is concentrated in, let's say, rural India, and in China it's about six and a half percent. So it's . . . unemployment as such is not a problem, but the problem that really we have in places like China and India, it's really for experienced managerial talent, and in certain specialties, certain professions like accounting in China, IT professionals in India, because essentially this kind of talent cannot be scaled up very readily. It's very sticky because you need experience to have seasoned managers. You need college-level training or post-graduate training for IT professionals, for accounting professionals.
The scarcity of professional talent, that situation is actually becoming tougher for companies. Number one is that if you look at multinational companies, the Proctor & Gambles and the IBMs and the GEs operating in places like China and India, their involvement is becoming deeper and becoming wider. So these countries are no longer just places for off-shoring, whether blue collar or white collar work. They are becoming seriously important markets.
They are becoming places for research and development. They're becoming places, particularly China, for raising capital. And as a result of that the multinationals now need a deeper bench strength in places like China and India, and the bulk of that senior bench strength needs to be actually local nationals rather than expats.
At the same time, domestic companies in China and India are growing even faster than multinationals, and as the domestic companies become bigger they are also getting publicly listed, they are going global, which means that their need for professional managers is growing at a rate faster than GDP growth rate. And so therefore, both multinationals as well as domestic champions within China and India, their need for professional managers is growing faster than the overall growth in the labor pool or the overall growth in GDP. So that's what is causing this scarcity.
So what can companies do about it? Number one, is kind of foundation level. Your compensation will go up faster than per capita income growth rate, and you just have to keep up with the market. So that's a foundation level, but that by itself is not enough.
What companies have to do is, in some sense, look at how Silicon Valley manages its top talent. They would have employment contracts, they would have stock options that would vest over four years and so on, and so therefore, while you cannot be assured that people will stay with you for ten years, you can be reasonably sure through these golden handcuffs that people will stay with you for at least, let's say, three or four years.
A third thing is that the talent in China and India, they’re looking for training, they’re looking for career advancement, and multinational companies have certain advantages vis-à-vis the local companies because multinational companies typically have much better opportunity to give global assignments, assignments outside of the home country. Second, multinational companies typically have a far longer history of being professionally managed than the domestic companies in China and India, and so therefore they are seen as far better training grounds.
So it’s a challenge, and so in some sense you really have to accept the nature of this labor market for professional talent, which is skewed in favor, if you will, of the people rather than the employers.
Directed / Produced byJonathan Fowler & Elizabeth Rodd
The scarcity of professional talent is a growing problem for companies around the world, says Anil Gupta, a leading expert on strategy and globalization.
Why self-control makes your life better, and how to get more of it.
(Photo by Geem Drake/SOPA Images/LightRocket via Getty Images)
- Research demonstrates that people with higher levels of self-control are happier over both the short and long run.
- Higher levels of self-control are correlated with educational, occupational, and social success.
- It was found that the people with the greatest levels of self-control avoid temptation rather than resist it at every turn.
Ready your Schrödinger's Cat Jokes.
- For a time, quantum computing was more theory than fact.
- That's starting to change.
- New quantum computer designs look like they might be scalable.
Quantum computing has existed in theory since the 1980's. It's slowly making its way into fact, the latest of which can be seen in a paper published in Nature called, "Deterministic teleportation of a quantum gate between two logical qubits."
To ensure that we're all familiar with a few basic terms: in electronics, a 'logic gate' is something that takes in one or more than one binary inputs and produces a single binary output. To put it in reductive terms: if you produce information that goes into a chip in your computer as a '0,' the logic gate is what sends it out the other side as a '1.'
A quantum gate means that the '1' in question here can — roughly speaking — go back through the gate and become a '0' once again. But that's not quite the whole of it.
A qubit is a single unit of quantum information. To continue with our simple analogy: you don't have to think about computers producing a string of information that is either a zero or a one. A quantum computer can do both, simultaneously. But that can only happen if you build a functional quantum gate.
That's why the results of the study from the folks at The Yale Quantum Institute saying that they were able to create a quantum gate with a "process fidelity" of 79% is so striking. It could very well spell the beginning of the pathway towards realistic quantum computing.
The team went about doing this through using a superconducting microwave cavity to create a data qubit — that is, they used a device that operates a bit like a organ pipe or a music box but for microwave frequencies. They paired that data qubit with a transmon — that is, a superconducting qubit that isn't as sensitive to quantum noise as it otherwise could be, which is a good thing, because noise can destroy information stored in a quantum state. The two are then connected through a process called a 'quantum bus.'
That process translates into a quantum property being able to be sent from one location to the other without any interaction between the two through something called a teleported CNOT gate, which is the 'official' name for a quantum gate. Single qubits made the leap from one side of the gate to the other with a high degree of accuracy.
Above: encoded qubits and 'CNOT Truth table,' i.e., the read-out.
The team then entangled these bits of information as a way of further proving that they were literally transporting the qubit from one place to somewhere else. They then analyzed the space between the quantum points to determine that something that doesn't follow the classical definition of physics occurred.
They conclude by noting that "... the teleported gate … uses relatively modest elements, all of which are part of the standard toolbox for quantum computation in general. Therefore ... progress to improve any of the elements will directly increase gate performance."
In other words: they did something simple and did it well. And that the only forward here is up. And down. At the same time.
These modern-day hermits can sometimes spend decades without ever leaving their apartments.
- A hikikomori is a type of person in Japan who locks themselves away in their bedrooms, sometimes for years.
- This is a relatively new phenomenon in Japan, likely due to rigid social customs and high expectations for academic and business success.
- Many believe hikikomori to be a result of how Japan interprets and handles mental health issues.
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