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A Study on Enterprise Leadership under Globalization

Apr 18-2013   



 

--- A Report of the “Forum on Enterprise Leadership in the Globalized Era”

 

In the afternoon of January 8, 2007, a group of distinguished guests gathered in the Wanzhong building at Langrunyuan of Peking University for the “Forum on Enterprise Leadership in the Globalized Era”, which was jointly sponsored by BiMBA and the Business WatchMagazine.

The speakers of the forum came from different fields and industries, and the clashes of their viewpoints pushed the atmosphere of the forum from one climax to yet another.

At the beginning of the forum, two drilling officers from West Point Academy, Todd Henshaw and Brain Wortinger, gave their interpretations to leadership, enabling the audience to have a close contact with the most outstanding concept of leadership cultivation in the United States.

They summed up the properties of a leader by citing the word “pentathelet” and leadership education by quoting the classic three-word principle of the US Army -- “Be, Know and Do”. They also pointed out that feedbacks and role model play a very important role in leadership training.

They divided power into two types: positional power and personal power. In their opinion, the influence of personality, i.e. personal power, plays a more effective role in administration than positional power represented by rules and regulations.

After hearing the speech of the drilling officers from the other side of the Pacific, Mr. Jiaxiang Li, president of Air China and former Vice Political Commissar of the Shenyang Military Region Air Force, also delivered a speech at the forum. His experiences and understandings of his own shift from being an officer to a business leader were far more thought provoking.

In several years, Mr. Li successfully turned Air China from a loss-making enterprise into a leading one in the aviation industry. Thus his comprehension of leadership was more commercial, yet more practical.

He pointed out that a business leader under globalization should have a “globalized vision”. He further explained “globalized vision” with three aspects.

First, a leader must be able to sense the trend of development in the industry.

Second, a leader must study the experience of other enterprises of the same trade around the world.

Third, a leader needs to show concern for political, military and economic dynamics for the sake of globalization.

Madame Guoli Yuan, Director of the Express Delivery Bureau of China Post and General Manager of EMS, briefed on and analyzed leadership and its execution in a network enterprise.

She pointed out that execution is the core of leadership and came up with her own viewpoints about leadership.

First, leadership must be rooted in prudent decision-making. Second, leadership has to be backed up by effective execution and mature rules and regulations.

If the emphasis of these two SOE leaders is more or less placed on theoretical explanation and is thus abstract to some extent, then the understandings of leadership of the following two leaders from foreign or joint-venture enterprises are more tangible and concrete.

At the very beginning of his speech, Hengkang Cao, President of APC (China), the biggest UPS manufacturer in the world, pointed out that leadership shall include five aspects, i.e. character, personal capability, focus on results, interpersonal skill, and leadership of change.

Mr. Cao also gave explanations to each of these five aspects and cited examples to show how leadership is embodied in his everyday work. 

Mr. Guoqing Chen, from Yantai, Shandong Province, is the president and general manager of Sanhe Group. During his years of contact with Japanese enterprises, Mr. Chen was greatly impressed by the rigorous work style of Japanese businessmen. As a result he even improved the Japanese management models and leadership style to run his own company.

The forum closed long after nightfall. Langrunyuan was illuminated all over the place, but the audiences still felt somewhat reluctant to leave. The forum was declared close at last after heated exchanges between the audience and the guests.

A Study on Enterprise Leadership under Globalization

Apr 18-2013   



 

--- A Report of the “Forum on Enterprise Leadership in the Globalized Era”

 

In the afternoon of January 8, 2007, a group of distinguished guests gathered in the Wanzhong building at Langrunyuan of Peking University for the “Forum on Enterprise Leadership in the Globalized Era”, which was jointly sponsored by BiMBA and the Business WatchMagazine.

The speakers of the forum came from different fields and industries, and the clashes of their viewpoints pushed the atmosphere of the forum from one climax to yet another.

At the beginning of the forum, two drilling officers from West Point Academy, Todd Henshaw and Brain Wortinger, gave their interpretations to leadership, enabling the audience to have a close contact with the most outstanding concept of leadership cultivation in the United States.

They summed up the properties of a leader by citing the word “pentathelet” and leadership education by quoting the classic three-word principle of the US Army -- “Be, Know and Do”. They also pointed out that feedbacks and role model play a very important role in leadership training.

They divided power into two types: positional power and personal power. In their opinion, the influence of personality, i.e. personal power, plays a more effective role in administration than positional power represented by rules and regulations.

After hearing the speech of the drilling officers from the other side of the Pacific, Mr. Jiaxiang Li, president of Air China and former Vice Political Commissar of the Shenyang Military Region Air Force, also delivered a speech at the forum. His experiences and understandings of his own shift from being an officer to a business leader were far more thought provoking.

In several years, Mr. Li successfully turned Air China from a loss-making enterprise into a leading one in the aviation industry. Thus his comprehension of leadership was more commercial, yet more practical.

He pointed out that a business leader under globalization should have a “globalized vision”. He further explained “globalized vision” with three aspects.

First, a leader must be able to sense the trend of development in the industry.

Second, a leader must study the experience of other enterprises of the same trade around the world.

Third, a leader needs to show concern for political, military and economic dynamics for the sake of globalization.

Madame Guoli Yuan, Director of the Express Delivery Bureau of China Post and General Manager of EMS, briefed on and analyzed leadership and its execution in a network enterprise.

She pointed out that execution is the core of leadership and came up with her own viewpoints about leadership.

First, leadership must be rooted in prudent decision-making. Second, leadership has to be backed up by effective execution and mature rules and regulations.

If the emphasis of these two SOE leaders is more or less placed on theoretical explanation and is thus abstract to some extent, then the understandings of leadership of the following two leaders from foreign or joint-venture enterprises are more tangible and concrete.

At the very beginning of his speech, Hengkang Cao, President of APC (China), the biggest UPS manufacturer in the world, pointed out that leadership shall include five aspects, i.e. character, personal capability, focus on results, interpersonal skill, and leadership of change.

Mr. Cao also gave explanations to each of these five aspects and cited examples to show how leadership is embodied in his everyday work. 

Mr. Guoqing Chen, from Yantai, Shandong Province, is the president and general manager of Sanhe Group. During his years of contact with Japanese enterprises, Mr. Chen was greatly impressed by the rigorous work style of Japanese businessmen. As a result he even improved the Japanese management models and leadership style to run his own company.

The forum closed long after nightfall. Langrunyuan was illuminated all over the place, but the audiences still felt somewhat reluctant to leave. The forum was declared close at last after heated exchanges between the audience and the guests.