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2017
Asia Needs more Dialogue
Solutions to urban pollution may prove complex
Spread of ESGs could herald new global movement
Investing in quality education is imperative if India wants to reap demographic dividends
China needs to lead in new multi-stakeholder world
China’s B&R initiative leading a resurgence of Asia
Education is key - but long-term: Can we survive?
New wave of robots will be beneficial to all
China needs to continue with its ‘heavy lifting’
Time is right for Chinese firms to invest in Europe
Robots to the rescue for China?
Asian Multinationals are Going Global, But to Where?
China ratchets forward with energy efforts
China’s calm necessary for globalization push
Bridging managerial gaps involves trust-building
China well-placed to power its future through green technology advances
China's new 'springtime' is here
2016
China’s moves show it’s banking on the future
Mindset for action at the G20 summit will be determined by Chinese presidency
Chinese head-hunting intensifies for rare managers that can steer overseas firms
US talk of isolation jars with growing links in Europe and Asia
Electoral rhetoric on global trade not in sync with reality
Is it time to be prudent and consider austerity policies again?
What will we do if we have no oil?
Unlock talent by finding the right fit for a person
The benefits are real and tangible
Trade along China’s ‘One Belt, One Road’ won’t succeed without the currency of trust
Reasons for optimism about the long term
2015
Can big oil go green and win?
Poorer Nations Could Sway Climate Talks
Combating Idleness and Deprivation
How China can be a model of food sustainability for the developing world
Kyoto II – Is it a Done Deal?
A meeting of the two largest economic powers
Why China will experience a 'soft' landing
Beware of superstitions
The Elephant and Dragon move ahead
G-7 target on fossil fuels raises many questions
Why Battle for Net Neutrality in the US Matters Globally
China’s resurgence – the ‘normal new’
Wanted: A managerial culture that embraces cultural differences
China's early education plan a smart investment in the future
The New Normal for China and India
2014
China's infrastructure push offers a sure track to better growth
US-China climate pact a good start, but not quite enough
Rethink the human’s place in the ‘digital revolution’
China springs a carbon surprise
Infrastructure - the invisible hand in full view
Dialogue vital for survival of Iraqi nation
China must nurture a new generation of beautiful minds
Great expectations in China and India
GM Cereals – The Pros and Corns
Time to be Honest about Our Energy Prospects
Weathering the Storm of Climate Change
Making a Big Decision? Beware of Your Biases
West Deserves Better Logistics Infrastructure
Digital Currencies do Represent the Future
From 'Printed' Houses to Wooden Skyscrapers
It’s time to bail out our schools, not our firms
Solution to India’s housing shortage – print new ones!
And the most promising green technologies of 2014 are ...
Transport infrastructure key to domestic, export growth
Oil stopgaps: Not worth risking
2013
Why the US should grant Edward Snowden amnesty
May we be more optimistic!
China headed for another massive social experiment?
A dialogue that worked
Yes, politicians deserve vacations - because we benefit
NPOs, NGOs invaluable as creators of dialogue
Look closer and ask: Is America reinventing itself?
Boston bombings case underlines need for dialogue
Millennium Development Goals or own goals?
As usual it's about balance - and timing - of course
Chinese strategists make right moves for growth
2012
Preparing for tomorrow
Austerity or growth?
Japan in danger of becoming 'just a place to fly over'
Beware of the business cycle?
An inconvenient truth
Limited offer sale: Buy a country
Where did our money go?
Leading from behind - a year of elections is almost over
Driving towards a green future
Waiting for springtime
Preserve or Perish
Startlingly similar Asia policy for Obama, Romney
Globalisation remains an irresistible trend
Google has the edge in smartphone war
U.S. Braces for China's Rise
Mankind’s General Scourge
The summer holidays are over and nothing has changed!
Put the hidden trillions to work
Making sense of India’s woes and wonders
Storm in a teacup!
Let’s give bad bankers a venue to admit their sins
News is about depth, not puff or velocity
Booming India, but too few toilets
Delayed Court decisions doesn't mean one may continue to play 'Great Game'
We need media to reflect on data and offer public a balanced view
Big polluters can lead in forging common purpose
The weighty issue of choosing a leader
EU-India Relations - Facing similar challenges
Educating with a goal
The Judicial Malaise
We are growing out, but not growing up
EU´s retrenchment enigma
Urbulence in the Eurozone and the effect on SMEs
Skolkovo May Help Russia to Diversify
Make things more effective
Tapping into the Commonwealth connection
Innovative models for public finance
Facebook revolution but Indian style
The feel-good factor
Asian investors - a private equity opportunity
India needs to be taller and stronger
China´s low sales volume...
Nations playing leapfrog
Shafts of sunlight
What webs we weave
As performers go to Davos, the circus steals the show
Can we control the politicians?
 
2011
Europe’s reminiscence
China firms should go for win-win in overseas ventures
Of procrastination...
Making sense of profiteering
Truth about financial mess must be laid bare
Small is also beautiful
China can help Europe with debt crisis
Excising the cancer of global corruption
Education, a critical asset
Arab uprisings set in motion forces of creative destruction
A new era of change
We must ensure better education for all
Beijing wary of bankrolling a lost cause
Asean's re-emergence as a local and global leader
Why India's Role in the Global Economy is Still Work in Progress
Its the leadership, stupid!
Reverse globalisation: The new buzzword
Chinese head-hunting intensifies for rare managers that can steer overseas firms
By Frank-Jürgen Richter
Global Times, August 17, 2016
 

The recent growth in overseas direct investment by Chinese firms has increased the need to recruit international managers of high repute. But these valuable employees are few and their nurturing has proved elusive as investment has waxed and waned. Presently we expect the recruitment drive to intensify even though Chinese outbound investment fell in the second quarter of the year from record-breaking first quarter levels.

The managers Chinese companies are looking for are rare people and must meet a number of demanding qualifications. They must understand a portfolio of management techniques, they must speak several languages, and they will have demonstrated sensitive and empathetic business skills.

To an extent business school techniques can be learned by any bright person able to fulfill the admissions criteria. But the curriculum is wide and spans not only number-focused “quants” but the softer skills of industrial and managerial psychology. The quantitative skills can be quite difficult to learn as formative teaching at junior, high school and university levels is often poor, and individuals instead drift into what they perceive to be easier electives in which to score high grades. But an understanding of production optimising, the management of risk adjusted yields in portfolio development and, ultimately, deeply understanding the probabilistic outputs of big data analysis is fundamental. Being savvy about the models that govern our lives empowers us to ask tough questions, uncover the truth and demand change.

Speaking several languages is also a requirement. Obviously being fluent in Chinese is a given as it is a Chinese firm that will be hiring and they will likely question applicants in Chinese. Understanding English is important as it is the common language of the business world. Additionally, there is the need to be fluent in the target nation’s language. This will enable the manager to present explanations to the reluctant people in an acquired firm, and to reassure them of their growth and prosperity with the new Chinese firm. Research demonstrates that foreign-owned firms often bring in new techniques and machinery to boost the acquired firm’s total factor productivity (which captures the efficiency and effectiveness with which capital and labour are used), but that former staff are initially fearful of change and need sensitive persuasion. People skills is elusive and perhaps the most difficult aspect of the job for successful managers to learn.

Also demonstrated by firms worldwide ramping up production from entrepreneurial “garage work” is the need to partner with venture capital and engage with firms that have enough production capacity to sell in the national market. It is often said in China that a ramping-up firm can move instantly into annual production of millions of units per year. This is not easy to achieve throughout the supply chain from parts to customers, yet many Chinese firms have demonstrated this growth.

In China the entrepreneurial private sector leads the public sector – having created more than 60 percent of overall investment since January, providing one-third of all jobs and creating 90 percent of new urban jobs. But even hardened entrepreneurs have hesitated as their internal market has slowed and they face a choice – to downsize or to globalize. These guys have invested in efficiency in the past but now see a drop in sales. Local investment no longer seems the logical choice, but a move to globalization is daunting.

Chinese firms are investing across all sectors in Australia, Africa, Europe, North and South America and within its closest Asian nations. A further issue is the perception of the bought-out firm and its staff. Are they dealing with the Chinese government or a private firm? Worldwide relations with governments as pseudo entrepreneurial firms are fraught with complexity. Examples show some governments renege on their contracts and little redress is possible. Thus, it is easier to engage in bilateral, firm-to-firm negotiations where the rules are relatively well known. This is the nature of globalization that ultimately is designed to reduce resource waste.

 

The author is founder and chairman of Horasis, a Swiss-based global visions community organization.

 


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