Let’s face it. The term “globalism” has become overused, and often misused. In fact, we might say that it has actually been devalued to the level of the everyday language of buzzword-brandishing marketing pundits. Such freewheeling usage has perhaps prompted many a CEO (or future CEO) to launch into a global plan or strategy without proper consideration of the demands and dynamics of the international marketplace. Many would-be globetrotters neglect the acquisition of language skills, knowledge of foreign trade and tax laws, accounting standards, etc., all of which are necessary to effectively “go global.” Superficial knowledge only leads to failure.
This has, indeed, happened, and while there is no doubt that neglecting to capture the gains achievable in overseas markets is equally suicidal, misguided attempts at competing globally (along with rapidly developing opportunities in the global marketplace) have placed a dramatic premium on individuals who take the time to properly train themselves in international business. For me, the Columbia MBA is a significant component of this training.
I foresee my own career moving in the direction of European/American business, initially from an advisory perspective (i.e. investment banking or consulting) and ultimately from a leadership role within a manufacturing entity, preferably a start-up venture. This prophecy, in part, has evolved from my past experiences in western and eastern Europe which, in turn, have formed my opinions about certain opportunities that should emerge in the future: there should be, with a good degree of certainty, immense windfall gains and comparative advantages for US-trained/thinking business leaders and managers in the European markets in the coming years. This foresight along with my personal entrepreneurial bent and an affinity for finance will play a large role in the evolution of my career.
There is a theory that states that students who travel and study overseas return...
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