B of A Securities. Global Banking & Markets did an interesting piece looking at a few megatrends that are worth pondering a little deeper. The author, Haim Israel of B of A, notes that the "coronavirus is not just a temporary crisis, it’s a permanent disruptor. It’s one of those rare events in history that will completely reshape geopolitics, societies and markets.” My personal belief is that he is likely not that far off and more than likely we will see others joining him in his circle. Many of these trends, according to the author will affect "everything from geopolitics to healthcare to technology." And in some cases, the author notes, "the virus has sped up trends that were already underway, but might have taken five years or more to unfold without the pandemic." We are seeing some tectonic shifts. That's some pondering.

It's pretty clear cut that as executives consider how to reinvent their companies following the COVID-19 pandemic, many will find it helpful to factor ESG issues into their plans. Industry statistics will likely support the fact ESG creates business value. The article notes that there is "a significant correlation between a company’s resource efficiency and the strength of its financial performance." That translates into employees having not just satisfaction but also performing better. The flipside is that a "questionable environmental record...can lower productivity.

Scenario planning is a useful discipline that can help business leaders plan effectively in any dynamic environment. Scenario planning has a lot in common with how chess players approach their game. Research has shown that chess masters don’t approach a game with a master plan that they rigidly execute. Nor do they just react to the moves of their opponents. This is partial extract from an article in Fast Company (3/23/21) by Phil Johnston who is a partner and senior vice president of strategy at Marcus Thomas. 

5 Traits of Resilient Organizations: Prepared, Adaptable, Collaborative, Trustworthy, and Responsible. Not just focusing on one trait, that would be too easy. You  have to weave the traits together to work seamlessly. If you can do that congratulations.My quick takeaway from the five was the following:“To succeed in this environment,” says Hollier Castro, SVP–Talent & ESG at YETI, “organizations need people who are agile, comfortable with ambiguity, and able to move and change on a dime." For that's where the rubber meets the road. If you don't have a team, large or small, with those (critical) traits then I wish you the best.

Remember that little $4 Billion present from Uncle Sam you were all waiting so breathlessly for? Hate to splash some proverbial "cold water" on that hope, but someone in Washington has come up with a crazy idea of adding "strings" to your present - please understand that "strings" when it comes to Federal largess is a time honored tradition. 

The very word "strategy" may, in  some quarters, elicit a subtle yawn, perhaps a raised eyebrow or even an embarrassed look away. When the memo arrives that a strategy retreat is to be held next week, we immediately think that we are just too busy with very important matters of state which simply must be attended to. So sorry I cannot attend this event. All this may sound a bit familiar because in many cased we look on "strategy and strategic planning" as a time-consuming exercise that we inevitably must sign sign on to as a show of corporate unity and because we value our jobs. The latter may be our most important driver.   

In our first discussion on Cross Border Marketing, we noted that for many companies with existing and well established international networks for which foreign investment is an integral part of their livelihood, virtual marketing has a clear downside. Others companies, those on the brink of product line expansion cannot afford to COVID-retrench themselves entirely.  In either case, management must devise alternate import/export solutions that make sense in today’s highly restricted environment.

Certainly quite an interesting report. Although slightly dated for our instantaneous times, really little, I suspect, has fundamentally changed. We still look towards countries such as Nigeria, Kenya, South Africa as the principal engines of growth on the continent and in all likelihood they to continue be in that role, but let us not overlook countries like Morocco where there is a very safe investment climate generally speaking and towards the United States, specifically. I would also include Egypt in the growth category as well as I see them as an emerging growth, a breakout nation if you will.

Anyone who has ever been involved in any aspect of  international trade, more specifically the actual shipping of goods from the U.S. to the four corners of the world, will most likely appreciate this quick look-see on the value-added of freight forwarders.

Getting it Right. U.S. Trade and Investment in Sub-Saharan Africa, An excellent piece by CSIS. What amazes me is that we've witnessed this story before, it's like yet another re-run and must we sit through it? As the author so aptly notes, "the anemic trade and investment between the United States and sub-Saharan Africa" is most surely due to a long standing weariness about market opportunities, business horror stories  and, of course, you must add, as you have, that lingering whiff of long standing corruption and a challenging investment milieu that remains. 

The New Hybrid Workplace has for many been our new daily routine. Some have managed exceptionally well while others may have felt relegated to somewhere in outer Siberia.

Working through these COVID times and being in international sales manager represents quite a challenge. On the one hand, senior management is more than happy with their existing  travel budgets all but intact. Unprecedented times for a budget conscious manager. To compensate for any perceived valuable marketing loss time, they warmly embrace the thinking that a virtual marketing platform will suffice quite well and in many cases, that point of view is not misplaced especially for sales on the domestic side of the equation. Virtual marketing from Seattle to New York works well in our culture.