Joanne Oxley, "Offshoring and Beyond: Making Globalization Work for You", Rotman Lifelong Learning 2005, June 3, 2005

Lifelong Learning 2005, Rotman School of Management, (University of Toronto), held at the Fairmont Royal York Hotel, June 3, 2005, 9:20 a.m.

Joanne Oxley, Associate Professor of Strategic Management, Rotman School

These participant's notes were created in real-time during the meeting, based on the speaker's presentation(s) and comments from the audience. These should not be viewed as official transcripts of the meeting, but only as an interpretation by a single individual. Lapses, grammatical errors, and typing mistakes may not have been corrected. Questions about content should be directed to the originator. These notes have been contributed by David Ing ( of the Systemic Business Community ( ).

Introduction by Andrew Gowers

[Joanne Oxley]

Have been at Rotman for one year, was at Michigan for 9 years

Hard task following Wendy Dobson

Will put some grand trends into perspective, for Canadian business

It's not all about China and India

What about 2020? Their service trade is increasing in growth.

Concern less about trade flows, as much as that Canada is lagging behind other countries on capitalizing on globalization

OECD figures on computer and information services, Canada is dragging its heels

A few things to make globalization work for your company: two themes

Upgrade to defend your territory: Be like Jolibee!

Upgrade to catch the nearshore wave

Upgrading at home to compete abroad

e.g. globalization of the Canadian wine industry

Ordering: first upgrading capabilities, and then international expansion

Canadian wine industry came late to globalization

PC: designed in Taiwan, assembled in Mexico, components from Thailand, China and Korea

In the context of the rise of India and China, potential threats loom even larger

Practice institutional arbitrage

Good research across large groups of firms: firms doing R&D where IP protection is weak are seeking greater complementarity



Question: Upgrading capabilities, but what capabilities? A lot of Canadian manufacturers only build modules.

Andrew Gowers: On nearshoring, relative lack of penetration. In the U.S., pension and health care costs complaints. UK has attracted this type of business.

Need doctors and lawyers, homegrown. Engineers different? e.g. Microsoft? Is there an edge for Canadian and American engineers?

Scale required to operate globally has dropped dramatically, particularly in IT. Is this a case where Canadians do poorly? Canada traditionally has not supported small entrepreneurial firms, more about good quality jobs with social services. Compare to Taiwan, starting with small companies that weren't going to make it. Cultural aspects not addressed.






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