When Martin Richenhagen joined AGCO Corp. in 2004, it was already a $3 billion publicly traded firm. But sixteen years later, when he retired from his posts as chairman and CEO, it was a Fortune 500 powerhouse combining some of the biggest brands in the business of agricultural equipment. With $10 billion in sales, it doubled in size during his tenure to more than 20,000 employees around the globe.

This extraordinary growth story, rooted in metro Atlanta, is linked with Mr. Richenhagens vision to expand aggressively via acquisitions while peering constantly around the corner to see future trends in food and farming.

Key Takeaways:

-How multinational corporations should navigate a strategy of growth through acquisitions versus organic sales

-Lessons on hiring, training and deploying executives in various emerging and developed markets and across functions, from management to marketing to manufacturing

-How leaders can use embrace cultural differences as an advantage rather than a hindrance