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Showing 11 - 20 of 32 matches

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  1. Open Innovation in China - Is it Possible? Audio Session MP3 Locked

    Research | Posted: 2007-10-08

    MP3 download of panel discussion on Open Innovation in China

  2. Leading in China: Building an Executive Team to Drive Success in the World's Fastest Growing New Economy Locked

    Research | Posted: 2007-07-06

    A Presentation by David Everhart, Managing Director, Asia Leadership Development SolutionsAccording to Everhart, a leading U.S.-East Asian-relations expert, one of the biggest obstacles Western companies face in China is a lack of the proper organizational structure and leadership skills. He identifies four specific issues that multinational firms face in China: 1. High turnover rates that impede the development of a strong corporate culture. 2. Expatriate executives who don't know how to lead a Chinese workforce. 3. Locally-hired Chinese leaders who lack the international experience and language skills tointeract effectively with global headquarters in the U.S. or elsewhere. 4. A Chinese management team that doesn't understand how to work within a 'matrixed' global organization. To meet these challenges, Everhart discusses the leadership styles that are most effective in China’s fast-growing environment. He presents recent datarelated toChinese leadership styles and discusses the practical applications for talent management. The presentation also covers the selection of expatriate managers, recruiting expatriates to lead in China, and the challenge of retaining Chinese talent. (23 slides)

  3. General Electric Healthcare Global Technology Center: A Phased Approach to Developing and Mentoring R&D Leadership in China Locked

    Research | Posted: 2007-06-15

    For the past seven years, Xiangli Chen, Ph.D., has had the opportunity to observe Research and Development teams in China at close hand. In 2000, he became the first Managing Director of the Global Research Center established by General Electric Company in Shanghai. Since 2003, Dr. Chen has served as General Manager for GE’s Healthcare Global Technology organization, based in Beijing. The new product- and service-development engineering teams he leads for this organization focus on research and development for technologies used in GE Healthcare’s medical imaging products and healthcare information systems sold in markets worldwide. In this article, based on interview with Dr. Chen, he discusses a staged approach for mentoring Chinese R&D teams. He also discusses some tactics for motivating Chinese teams in ways that differ from their Western counterparts. Finally, Dr. Chen presents lessons learned from the forefront of an R&D Center in China and gives his prediction for where R&D in China is headed over a five-year horizon. (6 pages)

  4. Why China? The Opportunity and The Threat Locked

    Research | Posted: 2007-06-08

    This summary of a March 2007 presentation by Roger N. Nagel of Lehigh University examines some of the fundamental cultural assumptions Western businesspeople are likely to encounter when interacting with their Chinese counterparts. Nagel contrasts these assumptions with Western cultural preferences, discusses their management implications, and provides tips on how to bridge the cultural divide. Nagel then discusses the ways in which China is a source of R&D and innovation and explains why China is an attractive region for R&D investment, citing several examples of Western companies’ activities there. Finally, Nagel presents some sources of current information regarding China. He lists the major industries in China and where they are centered in the various regions of the country. This summary is a useful compilation of existing research on R&D in China and serves as an overview of the subject. (16 pages)

  5. Taking the Next Step: R&D Centers in China and the Shift Toward the Internal Market: An Interview with Jihong Sanderson Locked

    Research | Posted: 2007-05-28

    Jihong Sanderson is Executive Director of the Center for Research on Chinese-American Strategic Cooperation, affiliated with the University of California at Berkeley and a lecturer in UC Berkeley's Haas School of Business as well as in its School of Information. Her expertise is based on more than 18 years of experience with organizations and businesses in China and the United States and on her subsequent academic research. In this exclusive interview she discusses the background behind the growth of R&D centers and co-development in China. Sanderson emphasizes that one of the challenges facing Western firms in China is that this vast country is as diverse culturally as the EU. She also provides tips on such topics as partner selection, communication with Chinese partners, protecting Intellectual Property, and the role of the Chinese government. Sanderson has concluded that an important shift is occuring in terms of product development activities in China. Whereas most partnerships with Western companies have been aimed at Western markets, Sanderson foressees a future where a great deal more R&D and product development in China favors internal markets. (6 pages)

  6. Selection Criteria for Global Projects: Audio Session Summary Locked

    Research | Posted: 2006-10-23

    Related Links: Audio |Slides (39 slides) | Transcript (19 pages) In this audio session, Lothar Katz, President of Leadership Crossroads, examines the key criteria for decision-making when outsourcing development projects offshore. For Katz, the level of project complexity must be mapped to the characteristics of the target culture. Some cultures, for example, have a greater aversion to uncertainty, making it difficult to perform high-risk projects in such an environment. Katz also advises that the benefits gained from global projects are far beyond cost advantages. Over time, global projects can create speed-to-market advantages as well. Katz also strongly advises companies to develop – and retain – managers with global skills and experience. Even very experienced managers can under-perform in a global context if their management experience does not include cross-border experience. Katz’s presentation lists the key factors to consider when making global project decisions and provides a country-by-country breakdown of how some of the more popular offshore outsourcing destinations perform with respect to these factors. (10 pages)

  7. Co-Developing Products in Asia Audio Session MP3 Locked

    Research | Posted: 2006-10-13

    MP3 Download of Co-Developing Products in Asia Audio Session

  8. Selection Criteria for Global Projects: Audio Session MP3 Download Locked

    Research | Posted: 2006-10-13

    MP3 download of Selection Criteria for Global Projects Audio Session

  9. Key Steps for Protecting IP in China Locked

    Research | Posted: 2006-09-22

    A Presentation by John Tao, Air Products & Chemicals, Inc. In this slide presentation (with text summary), John Tao provides Western companies with the cultural and historical background to help them make better choices with respect to protecting their Intellectual Property (IP) when doing business with China. Tao discusses China’s rapid economic growth and traces the parallel development of IP law. Tao covers the various types of IP and the level of enforcement Westerners should expect with regard to each of them. He also discusses types of IP claims,China's court structure, and preferred methods for conflict resolution. Finally, Tao advises Western companies to examine how the Chinese are protecting their own IP and to imitate their example. According to Tao, choosing the right partner, internal training, and limiting access to core IP to a need-to-know basis, are important keys to protecting IP in these rapidly emerging markets. (20 pages)

  10. Co-Developing Products in Asia: Audio Session Transcript Locked

    Research | Posted: 2006-08-18

    In this audio session, Lothar Katz, principal consultant at Leadership Crossroads and a former Vice President and General Manager at Texas Instruments, shares his insights into co-developing products with Asian partners. Based on empirical studies, Katz points out the key cultural differences – group-orientation, relationship to authority and attitude toward uncertainty – that are the most challenging when collaborating globally. Katz outlines the very significant differences between China, Korea, India, and Japan and how to best motivate teams based in these countries. The speaker also cites American cultural traits that might cause difficulties for Asian counterparts and touches on the question of protecting Intellectual Property. A Question & Answer session with practitioners provides examples of applying Katz’s principles to individual cases. (22 pages)

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