Firms in emerging markets have long operated in uncertainty. What can we learn from them?
A file photo of M-Pesa cell phone finance company offices in Bungoma, Kenya. This company's ability to learn fast and change direction helped M-Pesa become a leader in mobile payments, becoming a global benchmark for success in the industry.
Image: Brent Stirton/Getty Images
Global risks are rising, and many companies are struggling with how to adapt. The World Economic Forum’s 2025 Global Risks Report makes it clear that challenges like escalating global tensions and conflicts, climate change, economic instability and supply chain disruptions are interconnected and build on one another. And they’re here to stay.
Meanwhile, US president Donald Trump’s tariff threats are creating more unpredictability in global trade.
Companies have no choice but to constantly adjust their strategies. For many medium- to large-sized companies in emerging markets, this way of thinking is second nature. Firms often operate in environments with fragile institutions, volatile currencies, unreliable infrastructure and political instability. They have become used to designing strategies with turbulence in mind.
Instead of assuming every piece of the global supply chain will fall into place as planned, and just-in-time strategies will always deliver, these companies have diversified and distributed their operations across multiple regions. They have been quick to build flexible global supply chains, ensuring that if one part of the supply chain is disrupted, other regions can pick up the slack.
While this may seem like common sense, many companies are still finding it difficult to reorganise and adapt to a less predictable and reliable world.
[This article is republished courtesy of INSEAD Knowledge, the portal to the latest business insights and views of The Business School of the World. Copyright INSEAD 2024]