his Council Perspective, “Competing in an Age of Multi-Localism,” identifies five new pressures that are giving rise to the age of multi-localism, characterized by the preference for local communities, industries, products, cultures, and customs. As a result, the dominant global business strategy is transitioning from globalization to localization. Global survey data show that the majority of companies are already making strategy changes and that most are shifting toward or considering a localization strategy. However, companies need to go further to become locally integrated enterprises. This requires recalibrating their global footprint and developing sensory perception in all markets in which they operate.

1. Council Perspective
Competing
in an Age of
Multi-Localism
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2. Competing in an Age of Multi-Localism
The dominant
business strategy
since the 1990s—
globally integrated
value chains and
selling mass-market
products—is no
longer viable for
many companies.
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3. Competing in an Age of Multi-Localism
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Diverse
and growing
pressures have
given rise to
the age of
multi-localism.

4. Competing in an Age of Multi-Localism
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The age of
multi-localism
is characterized by
the preference for
local communities,
industries, products,
cultures, and
customs.

5. Competing in an Age of Multi-Localism
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Multi-localism
is a result of populism
and protectionism,
modern industrial
policies, and
new technologies.

6. Competing in an Age of Multi-Localism
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Consumer preferences
for local products
and an expanding
emphasis on the
social license to
operate also fuel
multi-localism.

7. Competing in an Age of Multi-Localism
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Companies are
now pursuing
localization—
decentralizing
their management,
operations, products,
or marketing to
local markets.

8. Competing in an Age of Multi-Localism
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Companies need to
go further to become
locally integrated
enterprises,
implementing
two strategies to
develop a local
identity in all
their markets.

9. Competing in an Age of Multi-Localism
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1. Recalibrate the
global footprint
by reassessing
key markets and
realigning the
value chain.

10. Competing in an Age of Multi-Localism
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2.Develop sensory
perception—
being aware of
local conditions
and how
companies can
shape them.
Sight. Keep your
eyes on the horizon
Smell. Follow your nose
(trust your instincts)
Sound. Listen to
and engage with
all stakeholders
Taste. Monitor shifting
consumer tastes and
preferences
Touch. Keep a finger
on the pulse of
technological changes

11. A.T. Kearney is a leading global management consulting firm with offices in 40 countries.
Since 1926, we have been trusted advisors to the world’s foremost organizations. A.T. Kearney
is a partner-owned firm, committed to helping clients achieve immediate impact and growing
advantage on their most mission-critical issues. For more information, visit www.atkearney.com.
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