ABSTRACT
Corporations are so large that people must understand how they both create and appropriate wealth globally. Executives must recognise that global sector concentrations vary hugely. Universal claims that globalisation is or is not happening, betray little pertinent knowledge and strategic thinking. Several factors behind globalisation , global strategy orientations, and approaches to cross-border mergers and acquisitions and strategic alliances are already well understood. The simplest strategic recommendation for well resourced companies, from countries enjoying strong competitive advantages in internationally advanced sectors, was to go for top four oligopoly leadership positions or, failing that, to niche. Size per se is not everything. Like evolution, global consolidations are relentless and never-ending. Only by understanding these processes, and the requirements they place upon us for credible global strategic management, can people aspire to call themselves strategists.
