Operating a global corporation is no longer about “scaling what worked at home.” The conclusion is clear: global success depends on deliberate governance choices—who decides what, where incentives point, and how differences across markets are institutionalized rather than ignored. This article breaks global operations into concrete decision components: market selection, organizational design, decision rights, incentives, and control mechanisms. It challenges a common assumption—that more centralization equals more control—by showing how excessive headquarters dominance often destroys local value. Readers will gain a practical operating logic grounded in data, mini‑cases, and proven frameworks, helping executives design global corporations that are resilient, accountable, and adaptable rather than fragile and bureaucratic.