Becoming a global company once meant penetrating markets around the world. However, the demands of the knowledge economy are turning this strategy on its head. Today, the challenge is to innovate by learning from the world. This book provides a blueprint for companies ready to embrace this new globalization challenge. The authors introduce a radically different kind of company "the metanational", defined by three core capabilities: being the first to identify and capture new knowledge emerging all over the world; mobilizing this globally scattered knowledge to out-innovate competitors; and turning this innovation into value by producing, marketing, and delivering efficiently on a global scale.The authors explain why traditional global strategies are no longer sufficient to differentiate leading competitors, what the knowledge economy means for managers, and why opportunities to leverage globally dispersed knowledge are growing. Most importantly, they outline exactly how managers can build a metanational advantage for their own organizations, first by prospecting for and accessing untapped pockets of technology and emerging consumer trends from around the world; then by leveraging knowledge imprisoned in a multinational's local subsidiaries; and finally by mobilizing this fragmented knowledge to generate innovations, profits and shareholder value.