In Search for Business Leadership.doc

1、In Search for Business LeadershipIn his essay China Goes Global Stephen Rhinesmith， one of the worlds top experts on global leadership wrote： “No doubt， China is going global and Chinas youth is quickly picking up new and higher goals. But it will take some years to have the quality and quantity of

2、the workforce needed.” Tourists visiting China may notice that in most international hotels position from middle management up are still mostly held by overseas Chinese or by Chinese from Hong Kong or Taiwan. The reason as Rhinesmith writes is that “Chinese face a huge deficit of leadership talent w

3、ith international experience and understanding of the rest of the world.” China Daily estimated that China will need 75，000 business leaders to manage the countrys growth by 2015. Growth that according to Chinas development strategy will increasingly be achieved by focusing on innovative products. A

4、nd while many in the West China is still perceived as an imitator and copier of other countries innovations， China is beginning to show real innovation leadership. A revolution in E-commerce has supported that goal. And so do Chinese universities， which are playing a growing role in the local innova

5、tion ecosystem； globally recognized scientific journals are increasingly filled with contributions from leading Chinese researchers. In a recent article on “The forces forging Chinas future” McKinsey consultancy sees the E-commerce revolution as a driver of “Chinas surprisingly well-oiled innovation

6、 engine” and is convinced that China long perceived as the imitator “is starting to show real innovation leadership and the emergence of a new generation of young Chinese graduates.” In our research on Innovation in China we had the opportunity to interview Bian Cheng Gang， General Manager of Intel

7、and other members of his executive team. Intel has celebrated its 10th year in Chengdu in June. Intel Chengdu is one of Intels biggest chip assemblers and test centers in the world， where investment has reached US$ 600 million. With a presence of almost 30 years in China Intel has experienced the ch

8、anges in Chinas business environment and in the changes in workforce available. Mr. Bian， just as McKinsey writes in its report， thinks that by comparison to the old fashioned， hierarchy driven thinking Chinas youth is more thoughtful and engage in the world， not like old fashioned Chinese who are c

9、aught in hierarchical thinking patterns. “The new generation is much more individualized， independent and engaged in production processes and how they can add value.” As we walked through the very modern and friendly facilities， Mr. Bian said that nevertheless， “Even though the young Chinese technic

10、ians are highly qualified， it takes almost two years for them to become effective in the Intel corporate culture of constructive confrontation. We expect our employees to use their analytic skills to present their ideas， their analysis and their conclusions in a data driven way? and that is not typi

11、cal of young Chinese.” Quality of talent is crucial and Chinese universities are playing an increasingly important role in supplying China with graduates matching the demands of an increasingly global eco-nomic landscape. Intel is delivering its share at its Intel University. Its training programs a

12、im to improve skills providing English language training， job skills， technical training and “soft skills.” Lisa Zhao， Intels Strategic Program Manager for People and Culture told us that many senior managers have the opportunity to receive external training and advanced management courses at some o

13、f the best universities in the US and Israel. Chinese managers will not only need to achieve skills and experience in local export companies， but also run operations worldwide. “Chinese business leaders in multinational corporations will have to assume responsibilities beyond their current managemen

14、t of China operations to a regional or global basis. Chinese entrepreneurs and leaders of family-owned enterprises will have to operate globally， ” writes Stephen Rhinesmith. “Even though China has come a long way many Chinese managers feel an uncertainty when working in a spirit of partnership whil

15、e at the same time challenging one another and having a common accountability and empowerment.” In our work in China we take ev- ery opportunity to meet and talk to students in high schools and universities. Nothing is as important to them as to make it into a good university to than be able to get

16、a good job. And the dream of many is to study abroad. This concerns Mr. Bian， because it“gives them considerable international experience but often leaves them too inexperienced in business to assume senior management positions. Chinese over 50， on the other hand， who by that age would hold middle t

17、o top management positions， grew up under very different conditions and have great survival skills but little understanding of how to cooperate and work with foreigners.” Stephen Rhinesmith summarizes the key steps for leading in multinational companies： ？ Learn critical thinking and analytical skil

18、ls. ？ Study cultural differences and how they impact leadership of global teams. ？ Be prepared to present conclusions first and then the reasoning behind the conclusions. ？ Develop personal viewpoints and be prepared to present them without being asked. ？ Learn Western influencing and negotiating sk

19、ills and how they are used in a matrix organization. McKinsey quoted a very descriptive test in an American study on cross cultural psychology. US and Chinese participants had to comment on a picture that showed a group of fish with one fish in front of the others. To the Americans this fish was ver

20、y likely to be the leader. To the Chinese it was an outlier. Mr. Bian： “We communicate new messages in a form others like to read and learn from best. We do a lot of storytelling ? a small story can tell a big message.” In developing leadership qualities whether in the West or in any other part of t

21、he world， emotions are often underestimated. In Chengdu Intel is offering more than just jobs. Ms. Zhao describes Intels company culture as an “emotionally connected big family， which is attractive to young people.” No doubt， China is going global. It is on its way to take a leading role in a global family that is facing strong turbulences - and a lack of great leaders.