This paper examines the regional and global strategies of multinational enterprises (MNEs), focusing on the 'triad' markets of NAFTA, the European Union, and Asia. The authors argue that while MNEs are key drivers of globalization, most of the world's largest firms are not truly global but are regionally based, with a significant portion of their sales concentrated in their home region. This regional concentration has important implications for mainstream international business (IB) research and managerial practices. The paper introduces the concept of "triad power," where a company must have equal penetration and exploitation capabilities in each of the triad regions to be considered a true global player. The authors also discuss the challenges and strategies for MNEs to overcome the "global impasse" and achieve balanced market penetration across the triad. They provide empirical evidence showing that only a small number of the world's largest companies have achieved this balanced distribution of sales. The paper further explores the implications of these findings for various research areas, including the internalization and internationalization models of international expansion, the diamond of international competitiveness, resource-based perspectives on MNE functioning, and MNE structure. The authors suggest that MNEs need to develop region-specific strategies and governance structures to effectively navigate the complex dynamics of the triad markets.This paper examines the regional and global strategies of multinational enterprises (MNEs), focusing on the 'triad' markets of NAFTA, the European Union, and Asia. The authors argue that while MNEs are key drivers of globalization, most of the world's largest firms are not truly global but are regionally based, with a significant portion of their sales concentrated in their home region. This regional concentration has important implications for mainstream international business (IB) research and managerial practices. The paper introduces the concept of "triad power," where a company must have equal penetration and exploitation capabilities in each of the triad regions to be considered a true global player. The authors also discuss the challenges and strategies for MNEs to overcome the "global impasse" and achieve balanced market penetration across the triad. They provide empirical evidence showing that only a small number of the world's largest companies have achieved this balanced distribution of sales. The paper further explores the implications of these findings for various research areas, including the internalization and internationalization models of international expansion, the diamond of international competitiveness, resource-based perspectives on MNE functioning, and MNE structure. The authors suggest that MNEs need to develop region-specific strategies and governance structures to effectively navigate the complex dynamics of the triad markets.