Abstract
Strategic agility requires having a keen awareness of incipient trends, the ability to quickly make bold decisions, and knowing how to reconfigure business systems and redeploy resources. Strategic persistence is the ability to learn from an experiment, even if it takes a long time. Both are key features of HEM Ltd., a medium‐size company based in Moscow that produces instruments, equipment, and materials used in medical laboratories. When HEM moved into the emerging ready‐to‐use biological culture market, these qualities enabled the firm to change its market focus, adjust its marketing mix, and develop innovative products through cooperative international alliances. Companies from developed countries looking for partners in emerging markets may want to consider organizations with these same characteristics.
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