A senior strategy executive at a U.S.-based Fortune 100 company recently asked me a question that I hear from global leaders all the time. His teams in Asia were performing well, but he had noticed how little of his company’s strategy originated in Asia, and how little innovation from his team there fed back into the company’s global strategy. With so much disruptive innovation originating from the region, this was a missed opportunity. Struck by the trends, he asked, “Do the teams in Asia just struggle with speaking up?”
