International strategy shares many of the same principles and practices as corporate strategy. But we need to recognize that there are fundamental points of divergence. When a company’s activities and interests’ cross national borders, disruption, volatility, uncertainty, complexity, ambiguity, and diversity (D-VUCAD) increase exponentially. Managers and leaders can struggle to make balanced and informed strategic choices as they encounter new stakeholders and multifarious issues and influences. As companies internationalize, management encounter factors that introduce new strategic tradeoffs and fresh strategic choices. The three overarching factors[1] are heterogeneity across markets (countries are fundamentally different), the scale and complexity of global operations (you need to comprehend and manage a lot more), and the unpredictability of economic and political conditions between countries (the volatility of geopolitics and exogenous global events). Each factor has profound implications, both for the type of competitive advantage or scope economy that justifies geographical expansion, and for critical decisions concerning how the company is configured and positioned to compete internationally. The crux of this elective is to understand how to proactively develop and deliver foreign market entry strategies that effectively anticipate and respond to these overarching influences.