Staying competitive

It takes a lot to stay competitive these days in what is a very dynamic global environment. There are important tactical issues to manage, such as regulatory compliance, cash flow, and quickly shifting demand conditions. And then there are strategic issues that require the ability to anticipate change before it comes knocking on your door. This issue of IHS Quarterly takes a look at some key strategic challenges and opportunities global corporations face today in their relentless effort to remain competitive.

One area of coverage explores what we call competitiveness of place-country versus country, and city versus city. In the article What if China's economy tanks? Elisabeth Waelbroeck-Rocha examines the implications of a "hard landing" for China as a result of the bursting of the domestic housing bubble and what it means for China's economy and economies around the world. This includes the impact on growth, employment, investment, and interest rates. The scenario utilizes a new simulation tool IHS recently debuted called the Global Link Model. It's a powerful way for companies to test "what if" scenarios so they can prepare to react quickly to market shocks ahead of the competition.

In Connecting tomorrow's cities, Lisa Arrowsmith explores the competitiveness of place from the standpoint of emerging smart cities. The article looks at the technology and infrastructure investments required, and how these highly efficient and livable urban environments will become magnets for business and investment. Cities already generate more than 80% of global GDP, according to the World Bank. Urban centers that invest today to become smarter tomorrow will be well positioned to gain a bigger piece of the pie.

Another area of coverage is competitiveness of expertise. That is, what and where companies need to invest to build new skills to rise above the competition. Three articles address expertise. The first is In search of blue oceans by Jim Belfiore, which looks at the process of product design and the expertise companies need to develop to consistently drive successful product introductions. Two other articles-one on social license to operate by Nathalie Wlodarczyk, and another on sentiment intelligence by Chris Hansen-look at emerging capabilities that many companies are struggling with today. Both social license and sentiment intelligence have the potential to provide a competitive edge, improve financial performance, and build shareholder value.

IHS is passionate about providing information, analysis, and expertise to global companies to help them achieve and maintain a competitive edge. It's in our DNA, and in the articles of IHS Quarterly.

Scott Key President and Chief Executive Officer, IHS