Chen: Farewell to Transnational corporations

Sinorama reporter Wang "when I first came to Beijing in 1993, the company was there."　　"Tan is pointing out from the office window of the International Trade Building, 17 years ago, the scene seems to be in front of the current office is only hundred meters away, and his identity has undergone a great change." After China's regional president, Motorola, Microsoft, and three multinational companies in the NBA, Tan is 47 years old, choosing another entirely different career path-to make PE (private equity) and become a partner in Telford Capital.　　When he saw him, he had just moved into the new office for two weeks. Chen told the "talent" reporter, two reasons for him to make this choice: First, PE in China has entered a rapid development of the rising channel, the future will be PE rather than now rely mainly on bank loans to promote the development of domestic industry; second, the founding partner of Telford Capital, Li Zhenfu, was the president of Novartis's China region,　　The background of similar multinational professional managers makes them hit. In the Cong Management consulting CEO, it seems that from the perspective of multinational companies to attract talent, its domestic development has gone through three stages: 2000 years ago, because of their rich treatment and unique resources, talents choose "Unconditional entry"; 2000-2005, due to the rapid development of some private enterprises in China,　　Also joined to the ranks of digging talent, in the "Conditional entry"; 2005 to now, is in a conditional exit phase. When multinationals lose their "supranational treatment", are they less attractive to talent? As a group of early multinational professional managers such as Chen, what kind of career bottlenecks do they encounter and what direction will they break?　　What are the disadvantages of private enterprises in attracting good professional managers? Implementing vs Decision "is also very fortunate to be able to return to China in a multinational company."　　"Chen said that if the returnees stay in the United States headquarters, there is certainly no more opportunities in the domestic market, because the rapid development of the Chinese market, so that professional managers encountered in the ceiling is not low." Over the past many years, these executives have been more of a leap among multinationals.　　Like April 2010, the original Qualcomm Greater China President Mengpo joined Motorola, former Motorola China chairman Gaoribin again after five months to switch to HP. But even with the title of the global VP, because it is, after all, the head of a region, more than just a performer.　　Yaw, the former Hewlett-Packard China president, believes that the leader of the company needs four qualities: management, operations, strategy, capital, and that in the multinational companies there is no opportunity to try to manage and operate every day in terms of strategy and capital. In 2007, Yaw chose to retire after 25 years at HP, looking for a new career direction at the age of 51.　　In the same year, Tan is moving from Microsoft to the NBA. "Retire" after the first two or three years, yaw mainly do management consulting work, to MediaTek and many other companies as advisers, directors, after a transition period, he choseOfficially, became the executive chairman of the Hai Fai software, and last July led the company to successfully implement the Nasdaq IPO in the United States. For yaw, although still in the IT circle, but realized from professional managers to the transformation of the entrepreneur, as he once told the "talent" reporter said, "The past is the company to 100 yuan, I will play it to the extreme." But why invest 100 yuan, instead of 90 yuan, that is the problem of resource allocation, is the entrepreneur thinking things.　　"One foot into the sports circle of the Chen, although the industry has changed a lot, the nature of the work has not changed much, the son looks" cool "work is still" a candle at both ends of the burning ", the need for the headquarters and the Chinese market between the constant balance between the deal. Over the next two or three years, the NBA has increased the number of games in the country more than one times a week, greatly enhancing the NBA's domestic influence.　　On the other hand, the NBA has not made a breakthrough in China, and the integration of the CBA (China Basketball Association) has not been achieved, which has become a great regret of Chen, a media in its announcement, said the "NBA deadlock difficult to break."　　However, Chen that although multinational companies in the domestic encounter more and more competitive posture, but the Chinese market in the world's rising market share, there will be more China's largest regional bosses into the global board, this will be a big trend. The biggest challenge is a little bit of a study that found that in 1996, only two of the world's top 500 Chinese companies were ranked. 2001 is 12, 2010 is 54. "Following this trend, it is likely that by 2015 there will be 100 Chinese companies in the world's top 500."　　Cong said that at present the threshold to enter the world's top 500 is about 120 billion RMB sales, "Twelve-Five" planning China's relatively developed provinces and cities are doing hundreds of billions of plans, five years after the realization of Chinese enterprises 500 of the world's one-fifth target is very promising. In fact, there are a few multinational managers who see this trend.　　At the end of 2005, Huang officially became the CEO of Juneyao Group, the former president of BearingPoint management consulting in Greater China.　　Despite 80% of friends opposed to Huang joining a typical local family business and not looking at his prospects, he said he hoped it would be his last job before retiring. At that time, he told the media, "in the next 35 years, there will be a large number of multinational executives to China private enterprises, if 35 years later, foreign executives are not aware of this, he will regret."　　In September 2010, Huang had left Juneyao and once again entered the multinational corporation, becoming president of the Greater China region of Deutsche Telekom.　　Cong that the biggest challenge for the executives of multinational companies to move to private enterprises is not from the professional and market, but to a very immature, nonstandard enterprise adaptability. Before Chen announced his whereabouts, there had been rumours that Baidu would be the chief operating officer. In his view, the professional managers of multinational companies to the local enterprises may not be lostDefeat, just for the possible cultural conflict to have psychological preparation, more important is to clarify their positioning, "is to help enterprises IPO, industrial upgrading, or internationalization, must be clear their role."　　Microsoft's senior vice president, Asia Pacific Research and Development Group chairman Zhang told the "talent" reporter, in the United States there is no so-called entrepreneurs and professional managers, for Microsoft, the boss is shareholders. Some time ago, Zhang in Taiwan to see Gou, Lin Bai and other "electronic five elder brother", they also encountered the founder of the abdication, how to find the right successor, "and in the United States this problem has been basically resolved, companies rely on the system to operate, rather than individuals."　　and domestic family enterprises in corporate governance, there is obviously a longer way to go. Three directions in transition "Ten years from now, if I'm still doing the same thing, it will be my biggest failure." "Zhang said. He felt that the transformation of professional managers in multinational companies generally has three directions: first, invest.　　Investment has a strong ductility, requires strong international knowledge, can promote innovation, but also meet a lot of interesting people; second, the board of the company as a director, consultants, and then landed to a business to do the listing; third, entrepreneurship. In Zhang's view, the risk of starting a business is the biggest, because the enterprise from 0 to 100, and from 100 to 10,000, need two different talents, multinational professional managers are generally better at the latter.　　2009, former Google Greater China President Kai-Fu Lee resigned to set up "innovation workshop", hoping to hatch some High-tech companies, is the combination of investment and entrepreneurship.　　Chen once joined Zhang in exploring the inflection point of multinationals in China, and they found that the distance that multinationals have traveled in China is actually much like that of Chinese companies, except that multinationals also have a headquarters and global product line.　　More than 10 years ago when joining Motorola, the company in China to do business Shing only more than 60 people, from more than 60 people to 4,000 people, such a process is the future investment of the company may encounter, growth will encounter many problems, this is the investment to Chen a big attraction. Yaw chose the second path, and what he saw and heard on MediaTek's board for more than a year made him profitable.　　Zhang and Tan are also independent directors in some external companies. Chen said that he has had the opportunity to be an independent director in a listed company for the past five years, one is the U.S. semiconductor company, the other is Taiwan's financial holding company, found itself in the process can be more macroscopic view of the company's overall operation and governance, which is in the leadership of a department is not likely to see.