The U.S. can stay on top of the world by seeing opportunities in global markets, rather than threats. This seems to be an imperative for not so much "staying on top," as it is to be competitive and viable as an economy, period. With this imperative follows the natural necessity of learning and implementing the languages and cultures of those places where opportunities lie.

Antoine van Agtmae provides this insightful article:

South Korean carmaker Hyundai recently had to deny newspaper reports that it is a leading candidate to take over Chrysler. True or not, it already has a $1.1 billion plant in Alabama and now beats Toyota in performance quality, according to the J.D. Power survey. Less than five years ago it was the joke of a Jay Leno show.

Hyundai is just one of the many profitable firms in emerging markets that produce just about everything consumers consume. Within hours of Apple CEO Steve Jobs' recent unveiling of the stylish new iPhone, shares in Taiwanese electronics giant Hon Hai Precision Industry shot up.

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Many more corporations should develop a clear emerging-markets strategy, embed their young managers with local families (as Procter & Gamble already does), build crucial local relationships, establish international focus groups to tailor products to local tastes, and form business alliances with this new breed of companies. And our universities should focus more on creative problem solving and integrate study and work experience abroad if we want students to be comfortable with foreign languages and cultures.