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Anil Gupta and Haiyan Wang included in the 2017 Thinkers50 rankings of the "world's mot influential management thinkers"

Dr. Anil Gupta will attend the World Economic Forum Annual Meeting, Jan. 23-26, 2018, Davos-Klosters, Switzerland.


Professor Gupta has worked extensively as a consultant, educator, and keynote speaker for corporations and industry organizations worldwide. His current and former clients include some of the biggest corporations headquartered in the U.S., Canada, Mexico, Europe, China, and India. Given below are the highlights of some of his recent engagements.

Global Reorganization – One of the World’s Largest Hospitality Companies

Worked directly with the CEO and corporate executive committee to guide them in shifting the company’s focus from a very North America centric organization to a global organization. The reorganization has played a direct role in helping the company become the fastest growing player in its industry over the last three years.

Global Strategy and Organization – European “Fortune Global 500” Industrial Machinery Company

Served as a consultant to the CEO, corporate executive committee and division presidents for over 10 years. Assignments included review and redesign of business strategies, strategies for global expansion, post-merger integration, and guidance regarding ongoing changes in global organization. This advisory work played a direct role in helping the company grow to over four times its earlier size during 10 years.

Leveraging Global Presence – European “Fortune Global 500” Beverages Company

Starting as a regional player in Europe, this company had expanded dramatically over 10 years – primarily through a series of same-industry acquisitions in all other major regions of the world. The consulting assignment focused on what the company should do to transform its global footprint into competitive advantage. Professor Gupta worked directly with the CEO and senior executives and guided them in achieving clarity about which activities in the value chain should be centralized on a global or regional basis, which activities should be left under operational control of the subsidiaries but coordinated globally, and which activities should be left under near-complete strategic and operational control of the subsidiaries. This advisory work played a major role in helping the corporate leaders achieve clarity about how to leverage global presence in what is largely a multi-local business.