{
  "id": 157070,
  "title": "Going global doesn’t mean what it used to: Here’s how we’re rethinking it",
  "url": "https://urgent.news/2026/08/05/going-global-doesnt-mean-what-it-used-to-heres-how-were-rethinking-it",
  "topic": "finance",
  "section": "Finance & Markets",
  "published": "2026-08-05T01:30:53.000Z",
  "source": {
    "name": "e27",
    "slug": "e27",
    "url": "https://e27.co/going-global-doesnt-mean-what-it-used-to-heres-how-were-rethinking-it-20260804/"
  },
  "original_language": "en",
  "account": "The traditional notion of \"going global\" has evolved, and companies are now reevaluating their approach to expansion. For many years, the strategy focused on entering nearby markets with similar characteristics, such as the Philippines, Indonesia, and Vietnam. However, in recent years, a new market has emerged as a primary focus: Mexico. This shift in strategy is not due to a change in the map, but rather a rethinking of what it means to go global in today's interconnected world.\n\nThe CAGE Distance Framework, introduced by strategy professor Pankaj Ghemawat, has become a crucial tool in this reevaluation. The framework considers four key dimensions: cultural, administrative, geographic, and economic distance. While Mexico is distant in geographic terms, it scores well in cultural, administrative, and economic distance compared to its neighbors. This is due to historical connections, such as the Manila-Acapulco galleon trade, which led to shared cultural and legal traditions between Mexico and the Philippines.\n\nGhemawat's framework helps companies assess whether a market will remain accessible and relevant in the future, not just in terms of immediate demand but also in terms of long-term accessibility. By applying this framework, companies can make more informed decisions about market entry, considering factors beyond just geographic proximity. This shift in approach reflects the changing landscape of global markets, where political, regulatory, and economic factors play a significant role in determining a market's viability.",
  "summary": "For most of our company’s life, “growth” meant going deeper into one market: the Philippines. Then it meant fanning out to markets that looked like home — Indonesia, Vietnam, the rest of Southeast Asia. That was the playbook, and it made sense. Same time zones, comparable regulatory maturity, overlapping business culture. Low friction, in other […] The post Going global doesn’t mean what it used…",
  "key_points": [
    "Traditional \"going global\" strategy focused on nearby markets like Philippines, Indonesia, Vietnam.",
    "CAGE Distance Framework assesses cultural, administrative, geographic, economic distance.",
    "Mexico scores well in cultural, administrative, economic distance compared to neighbors."
  ],
  "editors_take": "Companies are redefining global expansion by prioritizing factors like cultural and administrative affinity over geographic proximity, driven by tools such as the CAGE Distance Framework.",
  "illustration": null,
  "coverage": {
    "outlets": 1,
    "also_reported_by": []
  },
  "ai_generated": true,
  "disclaimer": "Summaries, key points and the editor’s take are written by software from other outlets’ reporting and may contain errors — always check the linked original."
}