It is not always necessary or even desirable to build everything in the United States. Web pages tailored to a particular culture are most likely going to more effective than those translated from our culture. Semiconductors can be produced in the region where they are consumed rather than being produced in the United States and then exported. Other than mindset, tradition, and lack of understanding, there is no reason to not have employees scattered all over the globe. But, American firms are very provincial and think in very local terms.
Many firms are uneasy about opening branches in other states to say nothing of other countries.
Some firms are still too focused on control, on physical presence, and on activity rather than results. Yet, organizations that figure out how to expand operations to other countries, how to tap the incredible talent pools there, and set up training programs to get this talent oriented to their needs will be the winners in the next century. In 1999, we will move aggressively to broaden our definition of globalization by increasing the intensity of our effort to search out and attract the unlimited pool of talent that is available in the countries in which we do business - from software designers in India to product engineers in Mexico, Eastern Europe and China. The GE of the next century must provide high-value global products and services, designed by global talent, for global markets. General Electric, particularly under Welch, has been a leader in forging new ideas that pay off in huge profits and growth.