The shift toward going global earlier is significant—and it isn’t limited to AI or Asia. For example, we’re seeing it in life sciences too, where companies from different markets are increasingly competing for opportunities. The underlying question is whether the mindset that helped a company win at home travels as well as the business does: work harder, move faster, and don’t fall behind may be effective in one environment, but not necessarily in another.

You can adapt the business model without adapting the assumptions behind it—and cross-border deals make that gap particularly visible. The risk can work both ways: entering a foreign market with confidence, or underestimating a competitor because their way of creating value looks unfamiliar. Perhaps the more important question is: who better anticipates how the other side evaluates risk, value, trust, and opportunity?

Link to Article published on Fortune