Global enterprises in China have contributed greatly to China's economic development through win-win partnerships. As China reformed and opened up, foreign investment helped drive exports, technology transfers, and industrial upgrading. Many foreign multinational companies evolved into integrated global enterprises by investing in manufacturing, R&D, services, and more. China's growth has also stimulated the evolution of many companies into globally sophisticated and culturally integrated organizations. The experiences of global enterprises in China can inspire Chinese companies aiming to go global.
The World Bank's global practices and climate change cross cutting solutionsDevex
The document provides information on the World Bank Group's Energy & Extractives Global Practice. It discusses how providing reliable electricity and managing extractive industries is important for poverty reduction, shared prosperity, sustainability, and climate change goals. The Global Practice delivers comprehensive energy and extractives solutions through financing of around $7 billion annually, technical assistance, knowledge work, and partnerships with IFC and MIGA. Its priorities include achieving universal energy access, shifting to more sustainable energy systems, and improving the investment climate for energy.
Self-employed, "1099" workers represent the new face of America's economy. Here, Core Innovation Capital examines this fundamental shift in the nature of work, the ramifications that 1099 status has on Americans' financial lives, and the technology companies that are rising to address novel financial pain points.
- The gig economy as currently defined will not last long term, as tasks like ridesharing and delivery are likely to be automated. However, skilled professionals using platforms like Thumbtack to find clients will persist and proliferate.
- Technology is empowering skilled tradespeople by allowing them to connect directly with customers and run their businesses more efficiently without traditional employers. Skilled professionals are less reliant on college degrees and are building middle-class lifestyles through online skills marketplaces.
- Policymakers should support independent workers through policies that provide safety nets and make it easier for skilled professionals to succeed without full-time employment.
China's economy is facing significant challenges as its industrial base needs upgrading. While consumption is growing, continued overreliance on investment and infrastructure has led to overcapacity in key industries like steel. To avoid getting trapped in the middle-income trap, China needs to further develop its services sector, remove constraints on private businesses to redirect investment, and reform inefficient state-owned enterprises through measures like consolidation and improved management incentives. Upgrading China's industrial base from low-cost manufacturing to more advanced, technology-driven industries and services will be difficult but is critical for sustained economic growth.
Hays Journal 20 – How to capture a culture of innovation: lessons from the CO...Hays
Hays Journal 20 - How to capture a culture of innovation: lessons from the COVID-19 crisis
In order to quickly respond to new demands bought on by the pandemic, many businesses have been forced to adopt a more innovative mindset.
And while many of us look forward to the world returning to what will be the new normal, this inventive way of thinking is something that many organisations will want to hold onto.
Read the Hays Journal to find out more: www.hays-journal.com
The document discusses predictions from 60 global HR experts on the top HR trends to expect in 2016. It shares summaries from experts on topics like talent management, leadership, employee engagement, and more. The experts predict that talent management, data-driven recruiting, tailored development, and workforce agility will be important. They also discuss trends in leadership like emotional intelligence, performance management changes, and benefit corporations. For employee engagement, experts suggest keeping HR simple, using predictive analytics, and focusing on continuous skills development.
For more, please visit http://bit.ly/1FCNNpl
Trade and investment ties are going to become stronger and more complex
An infographic from The Economist Intelligence Unit
The document discusses how changes in technology, demographics, and the economy are disrupting labor markets and the world of work. Key points:
1) Structural forces like aging populations, globalization, and technological change have created economic instability and disrupted traditional labor markets.
2) This has led to the emergence of new ways of working, including more flexible and on-demand work arrangements.
3) The labor market is broken and needs reconfiguration to address issues like skills mismatches and changing worker-employer relationships. A new 21st century world of work is emerging from this disruption.
The World Bank's global practices and climate change cross cutting solutionsDevex
The document provides information on the World Bank Group's Energy & Extractives Global Practice. It discusses how providing reliable electricity and managing extractive industries is important for poverty reduction, shared prosperity, sustainability, and climate change goals. The Global Practice delivers comprehensive energy and extractives solutions through financing of around $7 billion annually, technical assistance, knowledge work, and partnerships with IFC and MIGA. Its priorities include achieving universal energy access, shifting to more sustainable energy systems, and improving the investment climate for energy.
Self-employed, "1099" workers represent the new face of America's economy. Here, Core Innovation Capital examines this fundamental shift in the nature of work, the ramifications that 1099 status has on Americans' financial lives, and the technology companies that are rising to address novel financial pain points.
- The gig economy as currently defined will not last long term, as tasks like ridesharing and delivery are likely to be automated. However, skilled professionals using platforms like Thumbtack to find clients will persist and proliferate.
- Technology is empowering skilled tradespeople by allowing them to connect directly with customers and run their businesses more efficiently without traditional employers. Skilled professionals are less reliant on college degrees and are building middle-class lifestyles through online skills marketplaces.
- Policymakers should support independent workers through policies that provide safety nets and make it easier for skilled professionals to succeed without full-time employment.
China's economy is facing significant challenges as its industrial base needs upgrading. While consumption is growing, continued overreliance on investment and infrastructure has led to overcapacity in key industries like steel. To avoid getting trapped in the middle-income trap, China needs to further develop its services sector, remove constraints on private businesses to redirect investment, and reform inefficient state-owned enterprises through measures like consolidation and improved management incentives. Upgrading China's industrial base from low-cost manufacturing to more advanced, technology-driven industries and services will be difficult but is critical for sustained economic growth.
Hays Journal 20 – How to capture a culture of innovation: lessons from the CO...Hays
Hays Journal 20 - How to capture a culture of innovation: lessons from the COVID-19 crisis
In order to quickly respond to new demands bought on by the pandemic, many businesses have been forced to adopt a more innovative mindset.
And while many of us look forward to the world returning to what will be the new normal, this inventive way of thinking is something that many organisations will want to hold onto.
Read the Hays Journal to find out more: www.hays-journal.com
The document discusses predictions from 60 global HR experts on the top HR trends to expect in 2016. It shares summaries from experts on topics like talent management, leadership, employee engagement, and more. The experts predict that talent management, data-driven recruiting, tailored development, and workforce agility will be important. They also discuss trends in leadership like emotional intelligence, performance management changes, and benefit corporations. For employee engagement, experts suggest keeping HR simple, using predictive analytics, and focusing on continuous skills development.
For more, please visit http://bit.ly/1FCNNpl
Trade and investment ties are going to become stronger and more complex
An infographic from The Economist Intelligence Unit
The document discusses how changes in technology, demographics, and the economy are disrupting labor markets and the world of work. Key points:
1) Structural forces like aging populations, globalization, and technological change have created economic instability and disrupted traditional labor markets.
2) This has led to the emergence of new ways of working, including more flexible and on-demand work arrangements.
3) The labor market is broken and needs reconfiguration to address issues like skills mismatches and changing worker-employer relationships. A new 21st century world of work is emerging from this disruption.
China's next chapter by McKinsey Quarterly Q3 2013Peerasak C.
Read the full issue, which examines everything from China’s new upper middle class to manufacturing, innovation, and talent in the coming era, as well as interviews with the leaders of Lenovo and one of China’s leading business schools.
This research analyzes the retail and fashion market in China, the growth and needs of the luxury segment, and the implications for both fashion brands and online players endeavoring to enter the market
The document summarizes the 2016 Hays Global Skills Index, which analyzes skilled labor markets in 33 countries. Key findings include:
- Skilled labor markets have tightened further globally since 2015, as evidenced by a slight increase in the overall average Index score. This was driven by stronger demand for skilled workers as the global economy recovered.
- The Europe and Middle East region saw the most pressure, with its Index increasing from 5.4 to 5.5. Wage pressures and talent mismatches worsened as skilled labor supply indicators changed little.
- Conditions in the Americas were broadly unchanged, but the US and Canada saw tight markets while Central/Latin America struggled with Brazil's economic turmoil. Skills mismatches grew as unemployment
The Future of Corporate Learning: from Training to Learning ExperienceFabernovel
With innovation cycles becoming ever shorter, companies are faced with a new challenge: keeping their key skills up to date in real time. This strategic dimension of ‘workforce planning’ cannot rely solely on recruitment; existing employees must be able to continuously learn new things. As such, the number one skill companies now look for is the capacity to learn, and companies are particularly looking for ‘learning animals’, a term coined by Google.
To download the full report: http://eepurl.com/guJvA5
The document summarizes a survey conducted by the Economist Intelligence Unit of 150 senior executives around the world about factors influencing decisions on entering new markets and establishing regional headquarters. Proximity to large markets and the availability of skilled local labor were cited as the two most important considerations. Over 90% said access to global markets was important for growth. While cheap labor was viewed as less important, strong local skills were seen as more vital. Technological skills of the workforce and access to international talent were also highly important technological factors.
This document discusses trends in global talent mobility and how companies are adapting their mobility programs. Some key points:
- Demand for mobility is increasing as companies expand into new markets and look to develop a more global workforce. Short-term assignments and business travel will see the biggest increases.
- Mobility types are diversifying to include more talent-focused moves like talent swaps and developmental assignments. Companies are also moving toward more localized reward packages instead of tax-equalized home-based assignments.
- Managing global talent and mobility is becoming more complex as the typical assignee profile changes. Companies must tap into growing talent pools in emerging markets and develop a strong global employer brand to attract top talent.
Nearly eight in ten executives in the global innovation sector plan to grow their workforce in 2014, and more than nine in 10 say it is a challenge to find the talent they need to do so, according to Silicon Valley Bank's 2014 Innovation Economy Outlook study. These findings are based on Silicon Valley Bank's annual survey of more than 1,200 executives from software, hardware, cleantech and healthcare companiesin startup and growth stages of business in the US, UK and other global innovation hubs. In addition to the high rate of anticipated job creation, the study also reveals pervasive optimism, intent to access international markets for sales, and the ever-present challenge to obtain equity capital by some of the most innovative, high-growth companies in the world.
I am a proud angel investor in LEARNVEST, which was sold to Northwestern Mutual earlier this year. I just came across this very interesting report they did on financial confidence. If you know me, you know I love research, especially on anything related to women and money. Here it is!
Innovate to give your organisation the competitive edgeDouglas Bernhardt
The document discusses the importance of innovation and competitiveness for organizations and countries. It argues that companies and nations that do not innovate will fall behind, so embracing new ideas and ever-changing technology is imperative. It also notes that national and corporate competitiveness reports are now published annually, evaluating countries and economies on factors like education, infrastructure, technology readiness and innovation. Therefore, organizations must focus on improving these areas to stay competitive.
The Hays Global Skills Index is the only comprehensive overview of the professional global labour market and examines the challenges faced by organisations as they search for the most sought-after skills. Our latest edition provides an analysis of the employment markets and economic status of 33 countries, featuring insights from Hays experts across the globe: https://www.hays-index.com/
CXC Global - Engaging The World Wide Workforce In The 21st Century, Flat-Worl...Orla Antoinette Byrnes
THE PURPOSE OF THIS PAPER
With the aim of supporting the forward-thinking of business managers and HR/contingent work-force management professionals about an emerging model of workforce engagement, this paper presents an extensive analysis of trends and developments and tries to demonstrate that successful businesses in the 21st Century will increasingly leverage what we are calling a “World-Wide Workforce.”
Author - Andrew Karpie, Business/Technology Researcher Analyst
Commissioned by: CXC Global
The Top Stories of the Hays Journal 17 provide an overall digest of the latest global trends surrounding the world of work, including:
- Organisations offering employees the chance to nap at work in Japan
- The rise of the minimum wage in Spain
- New plans for a universal basic income in the UK and USA
- A training fund aiming to grow skilled workforces in Canada
- Reviewing the disclosure of youth convictions in the UK
- Working hours in India
You can read the full Hays Journal 17 here: www.hays-journal.com
MSLGROUP Global Institutional Investors Insight Report 2014MSL
This landmark piece of research is one of the firsts of its kind to examine the tangible and intangible factors that influence the decision-making process of institutional investors and sell-side analysts around the world.
The report also sheds new light on this group’s motivations and offers perspective on how investor behaviour may evolve in the near future.
Follow #GIIIR2014 on Twitter for insights from the report.
Conducting an Initial Coin Offering: Costs and ConsiderationsChristina Gagnier
The document discusses the costs and considerations of conducting an Initial Coin Offering (ICO). It notes that there are significant expenses associated with an ICO beyond just the direct offering costs, including ensuring corporate and financial readiness, establishing governance and internal controls, hiring advisors and specialists, and investing in technology infrastructure. Specifically, the document highlights that legal, accounting, and technology support are crucial areas that require advisors and compliance in order to minimize risks and costs when undertaking an ICO.
76% of executives in the U.S. innovation sector plan to grow their workforce in 2014, and 82% percent of executives say business conditions will improve in the coming year, according to Silicon Valley Bank's 2014 Innovation Economy Outlook study. These findings are based on Silicon Valley Bank's annual survey of more than 1,200 executives from software, hardware, cleantech and healthcare companiesin startup and growth stages of business in the US, UK and other global innovation hubs. In addition to the high rate of anticipated job creation, the study also reveals pervasive optimism, intent to access international markets for sales, and the ever-present challenge to obtain equity capital by some of the most innovative, high-growth companies in the world.
ForwardThinking is a look ahead at the latest knowledge and insights available from Grant Thornton LLP. It includes a collection of our research, thought leadership and a schedule of upcoming webcasts and events.
Capgemini and RBC Wealth Management look at the behavior of HNWIs and the responses of wealth management providers in 11 core markets: Australia, China, Hong Kong, India, Indonesia, Japan, Malaysia, Singapore, South Korea, Thailand, and Taiwan in the Asia-Pacific Wealth Report. Visit our website at www.asiapacificwealthreport.com.
15 Tips for Creating an Incredible Startup PitchExperts Exchange
The document provides 15 tips for creating an incredible startup pitch to investors. The tips include leading with the need or problem the product addresses, keeping the pitch simple, using visuals to support numbers, validating the product with customers, defining the business model and path to revenue, knowing when to conclude the pitch, not getting defensive in response to questions, discussing marketing strategy, branding the product, using humor, addressing legal issues, estimating growth projections, leveraging social media, targeting a niche audience, and not dwelling on mistakes during the presentation. The overall aim is to clearly articulate the problem and solution, present the key information simply and visually, demonstrate customer validation and a viable business model, and handle questions confidently.
Business optimization | building your first million is easySurjeet Singh
Making your first million is easier with the help of these a few steps. you'll find that making millions in a few short years is not that much difficult as you think before.
Integrating Social Media in your business modelPieter Baert
An inspirational presentaties, given at an innovation event for professionals. It shows 5 scenario's to use Social Media in your business. Participants used these scenario's in the startup canvas.
As a society, we're in the age of transformation, yet we're applying old metaphors and running our transformations like software projects. Let's start to consider transformational change as a series of social movements.
China's next chapter by McKinsey Quarterly Q3 2013Peerasak C.
Read the full issue, which examines everything from China’s new upper middle class to manufacturing, innovation, and talent in the coming era, as well as interviews with the leaders of Lenovo and one of China’s leading business schools.
This research analyzes the retail and fashion market in China, the growth and needs of the luxury segment, and the implications for both fashion brands and online players endeavoring to enter the market
The document summarizes the 2016 Hays Global Skills Index, which analyzes skilled labor markets in 33 countries. Key findings include:
- Skilled labor markets have tightened further globally since 2015, as evidenced by a slight increase in the overall average Index score. This was driven by stronger demand for skilled workers as the global economy recovered.
- The Europe and Middle East region saw the most pressure, with its Index increasing from 5.4 to 5.5. Wage pressures and talent mismatches worsened as skilled labor supply indicators changed little.
- Conditions in the Americas were broadly unchanged, but the US and Canada saw tight markets while Central/Latin America struggled with Brazil's economic turmoil. Skills mismatches grew as unemployment
The Future of Corporate Learning: from Training to Learning ExperienceFabernovel
With innovation cycles becoming ever shorter, companies are faced with a new challenge: keeping their key skills up to date in real time. This strategic dimension of ‘workforce planning’ cannot rely solely on recruitment; existing employees must be able to continuously learn new things. As such, the number one skill companies now look for is the capacity to learn, and companies are particularly looking for ‘learning animals’, a term coined by Google.
To download the full report: http://eepurl.com/guJvA5
The document summarizes a survey conducted by the Economist Intelligence Unit of 150 senior executives around the world about factors influencing decisions on entering new markets and establishing regional headquarters. Proximity to large markets and the availability of skilled local labor were cited as the two most important considerations. Over 90% said access to global markets was important for growth. While cheap labor was viewed as less important, strong local skills were seen as more vital. Technological skills of the workforce and access to international talent were also highly important technological factors.
This document discusses trends in global talent mobility and how companies are adapting their mobility programs. Some key points:
- Demand for mobility is increasing as companies expand into new markets and look to develop a more global workforce. Short-term assignments and business travel will see the biggest increases.
- Mobility types are diversifying to include more talent-focused moves like talent swaps and developmental assignments. Companies are also moving toward more localized reward packages instead of tax-equalized home-based assignments.
- Managing global talent and mobility is becoming more complex as the typical assignee profile changes. Companies must tap into growing talent pools in emerging markets and develop a strong global employer brand to attract top talent.
Nearly eight in ten executives in the global innovation sector plan to grow their workforce in 2014, and more than nine in 10 say it is a challenge to find the talent they need to do so, according to Silicon Valley Bank's 2014 Innovation Economy Outlook study. These findings are based on Silicon Valley Bank's annual survey of more than 1,200 executives from software, hardware, cleantech and healthcare companiesin startup and growth stages of business in the US, UK and other global innovation hubs. In addition to the high rate of anticipated job creation, the study also reveals pervasive optimism, intent to access international markets for sales, and the ever-present challenge to obtain equity capital by some of the most innovative, high-growth companies in the world.
I am a proud angel investor in LEARNVEST, which was sold to Northwestern Mutual earlier this year. I just came across this very interesting report they did on financial confidence. If you know me, you know I love research, especially on anything related to women and money. Here it is!
Innovate to give your organisation the competitive edgeDouglas Bernhardt
The document discusses the importance of innovation and competitiveness for organizations and countries. It argues that companies and nations that do not innovate will fall behind, so embracing new ideas and ever-changing technology is imperative. It also notes that national and corporate competitiveness reports are now published annually, evaluating countries and economies on factors like education, infrastructure, technology readiness and innovation. Therefore, organizations must focus on improving these areas to stay competitive.
The Hays Global Skills Index is the only comprehensive overview of the professional global labour market and examines the challenges faced by organisations as they search for the most sought-after skills. Our latest edition provides an analysis of the employment markets and economic status of 33 countries, featuring insights from Hays experts across the globe: https://www.hays-index.com/
CXC Global - Engaging The World Wide Workforce In The 21st Century, Flat-Worl...Orla Antoinette Byrnes
THE PURPOSE OF THIS PAPER
With the aim of supporting the forward-thinking of business managers and HR/contingent work-force management professionals about an emerging model of workforce engagement, this paper presents an extensive analysis of trends and developments and tries to demonstrate that successful businesses in the 21st Century will increasingly leverage what we are calling a “World-Wide Workforce.”
Author - Andrew Karpie, Business/Technology Researcher Analyst
Commissioned by: CXC Global
The Top Stories of the Hays Journal 17 provide an overall digest of the latest global trends surrounding the world of work, including:
- Organisations offering employees the chance to nap at work in Japan
- The rise of the minimum wage in Spain
- New plans for a universal basic income in the UK and USA
- A training fund aiming to grow skilled workforces in Canada
- Reviewing the disclosure of youth convictions in the UK
- Working hours in India
You can read the full Hays Journal 17 here: www.hays-journal.com
MSLGROUP Global Institutional Investors Insight Report 2014MSL
This landmark piece of research is one of the firsts of its kind to examine the tangible and intangible factors that influence the decision-making process of institutional investors and sell-side analysts around the world.
The report also sheds new light on this group’s motivations and offers perspective on how investor behaviour may evolve in the near future.
Follow #GIIIR2014 on Twitter for insights from the report.
Conducting an Initial Coin Offering: Costs and ConsiderationsChristina Gagnier
The document discusses the costs and considerations of conducting an Initial Coin Offering (ICO). It notes that there are significant expenses associated with an ICO beyond just the direct offering costs, including ensuring corporate and financial readiness, establishing governance and internal controls, hiring advisors and specialists, and investing in technology infrastructure. Specifically, the document highlights that legal, accounting, and technology support are crucial areas that require advisors and compliance in order to minimize risks and costs when undertaking an ICO.
76% of executives in the U.S. innovation sector plan to grow their workforce in 2014, and 82% percent of executives say business conditions will improve in the coming year, according to Silicon Valley Bank's 2014 Innovation Economy Outlook study. These findings are based on Silicon Valley Bank's annual survey of more than 1,200 executives from software, hardware, cleantech and healthcare companiesin startup and growth stages of business in the US, UK and other global innovation hubs. In addition to the high rate of anticipated job creation, the study also reveals pervasive optimism, intent to access international markets for sales, and the ever-present challenge to obtain equity capital by some of the most innovative, high-growth companies in the world.
ForwardThinking is a look ahead at the latest knowledge and insights available from Grant Thornton LLP. It includes a collection of our research, thought leadership and a schedule of upcoming webcasts and events.
Capgemini and RBC Wealth Management look at the behavior of HNWIs and the responses of wealth management providers in 11 core markets: Australia, China, Hong Kong, India, Indonesia, Japan, Malaysia, Singapore, South Korea, Thailand, and Taiwan in the Asia-Pacific Wealth Report. Visit our website at www.asiapacificwealthreport.com.
15 Tips for Creating an Incredible Startup PitchExperts Exchange
The document provides 15 tips for creating an incredible startup pitch to investors. The tips include leading with the need or problem the product addresses, keeping the pitch simple, using visuals to support numbers, validating the product with customers, defining the business model and path to revenue, knowing when to conclude the pitch, not getting defensive in response to questions, discussing marketing strategy, branding the product, using humor, addressing legal issues, estimating growth projections, leveraging social media, targeting a niche audience, and not dwelling on mistakes during the presentation. The overall aim is to clearly articulate the problem and solution, present the key information simply and visually, demonstrate customer validation and a viable business model, and handle questions confidently.
Business optimization | building your first million is easySurjeet Singh
Making your first million is easier with the help of these a few steps. you'll find that making millions in a few short years is not that much difficult as you think before.
Integrating Social Media in your business modelPieter Baert
An inspirational presentaties, given at an innovation event for professionals. It shows 5 scenario's to use Social Media in your business. Participants used these scenario's in the startup canvas.
As a society, we're in the age of transformation, yet we're applying old metaphors and running our transformations like software projects. Let's start to consider transformational change as a series of social movements.
Jerry Chen, partner at Greylock and former VP of Cloud and Application Services at VMware, shares his Unit of Value framework for startups building a go-to-market strategy. He developed this strategy while managing product and marketing teams at VMware that shipped many “1.0” releases, including VMware VDI, Cloud Foundry, and vFabric, and continues to use the framework to evaluate companies as an investor.
Building the Fit Organization (with guest presenter Dan Markovitz)TKMG, Inc.
Slides for a webinar hosted by Karen Martin on January 21, 2016 and delivered by Dan Markovitz.
Video & webinar description: http://www.slideshare.net/KarenMartinGroup/building-the-fit-organization-with-guest-presenter-dan-markovitz-57375703
Subscribe: www.ksmartin.com/subscribe.
Book: http://amzn.to/1lCeAwj
How to Hook Customers with Habit-forming ProductsWrike
https://www.wrike.com/blog/interview-with-nir-eyal-hooked/ - Engaging products don't happen by mistake. We interviewed Nir Eyal, author of Hooked: How To Build Habit-Forming Products. His background in advertising and gaming has led him to write about consumer psychology principles that change customers' behavior. He explains how to create engaging products using the Hook model.
4 Ways to Communicate Compensation That Drive Strategic OutcomesBambooHR
Compensation is one topic that we can be unsure how to communicate. This webinar shares important research on the why communicating compensation correctly is so important and how to do it so that it drives strategic outcomes.
The Wealthfront Equity Plan (Stanford GSB, March 2016)Adam Nash
This document outlines Wealthfront's equity plan to attract and retain employees. It discusses using equity incentives for new hires, promotions, performance bonuses, and evergreen grants. For new hires, it provides examples of equity budgets based on job role and market rates. It also discusses granting additional equity for promotions, using equity to reward top performers, and implementing evergreen grants to encourage long-term retention. The total estimated dilution for this example company is 3.945% per year, which is within the generally acceptable range of 3-5% dilution.
SpringOwl's 99 Page Presentation On Turning Around ViacomEric Jackson
In this 99 page presentation, we lay out why Viacom's stock price has been cut in half in the past year, and our proposed plan for turning the company around.
LAW ON DOMESTIC AND FOREIGN PRIVATE INVESTMENT IN AFGHANISTANsamimfaizy1
LAW ON DOMESTIC AND FOREIGN
PRIVATE INVESTMENT IN AFGHANISTAN
Purpose of law
The purposes of this Law are to promote the role of private investment, both domestic and foreign, in the economy of the country, and to create a legal regime together with an administrative structure that will encourage, support and protect foreign and domestic private Investors in order to promote economic development, expand the labor market, increase.
Non Permitted areas of Investment
Private sector is not allowed to invest in those areas which is restricted by Islam and government of Afghanistan.
The High Commission shall have two rotating seats for the private sector, with one-year terms. For the first year, the Chamber of Commerce will elect these representatives. Subsequently, investors will propose to the High Commission a new modality of electing these representatives.
More than two-thirds of young people across the European Union (EU) have a positive view of the bloc and the values that it stands for such as peace, diversity and unity. Only 14 percent have a negative view of the EU, according to a new survey which asked young people from across the 28 member states what the Union means to them, and what the top priorities should be for European leaders over the next five years.
The Erasmus Generation Survey, carried out by ThinkYoung, a Brussels-based youth think tank, and Burson-Marsteller, a leading global public affairs and public relations firm, invited 1,500 young Europeans to respond to a 15-question online questionnaire. The aim is to highlight the values of people aged 18 to 40 and to contribute to the direction of future European policy by calling on those in office to act.
Learn more at www.generationerasmus.com.
We’re Leaking, and Everything’s Fine: How and Why Companies Deliberately Leak...Ian McCarthy
Although the protection of secrets is often vital to the survival of organizations, at other times organizations can benefit by deliberately leaking secrets to outsiders. We explore how and why this is the case. We identify two dimensions of leaks: (1) whether the information in the leak is factual or concocted, and (2) whether leaks are conducted overtly or covertly. Using these two dimensions, we identify four types of leaks, which we term informing, dissembling, misdirecting, and provoking. We also provide a framework to help managers decide whether or not they should leak secrets.
Burson-Marsteller’s newly launched Cuba Specialty Team, which provides a varied portfolio of services to help clients analyze policy developments in the US and Cuba, as well as position their organizations for success, outlines the various current business opportunities available between the US and Cuba, and possible opportunities should trade expand further in this new Infographic.
Corporate Reputation in the Nordics: Leading with PurposeBurson-Marsteller
Burson-Marsteller commissioned research firm Penn, Schoen & Berland to survey more than 4,500 people in Denmark, Finland, Norway and Sweden. The Nordic Corporate Reputation Study identifies the key drivers of corporate reputation in the Nordics and ranks the top 100 Nordic companies across a range of metrics from trust and responsible behavior to innovation, leadership and financial performance. For comparison and benchmarking purposes, a number of leading international companies were included in the research. The resulting Purpose & Performance Index shows that customer service, treating employees well and engaging with local communities are all key drivers of trust and help turn Nordic customers into brand advocates.
Cathay Pacific collaborates with suppliers like Rolls Royce and Fulcrum BioEnergy to innovate its supply chain and business model. With Fulcrum, Cathay was the first airline to invest in biofuel development, gaining a stake in the company and long-term fuel supply. Alibaba partners with Payscout to expand globally by providing secure payment processing across markets. Payscout spent years establishing trust in China before partnering with Alibaba, and now works closely with Alibaba teams to rapidly deploy new markets. Both partnerships required aligning goals and building trust over time for successful collaboration and innovation.
How to Skyrocket Your Communication Skills - 23 Awesome Tips!Sage HR
This SlideShare will show you 23 awesome tips on how to negotiate with people around the world!
~~~
You can't expect negotiations with the French to be like negotiations with Americans, and the same holds true for every culture around the world.
British linguist Richard D. Lewis charted communication patterns as well as leadership styles and cultural identities in his book, "When Cultures Collide," which is now in a third edition. His organization offers classes in cross-cultural communication for clients like Unilever and BMW.
Although cultural generalizations can be overly reductive, Lewis, who speaks 10 languages, insists it can be done fairly. "Determining national characteristics is treading a minefield of inaccurate assessment and surprising exception. There is, however, such a thing as a national norm," he writes.
"How to Skyrocket Your Communication skills to Irresistible Levels" SlideShare presentation we made thanks to CrossCuture negotiating with people around the world!
Enjoy and share your thoughts below!
Team CAKE HR.
This document discusses the globalization of Chinese enterprises. Some key points:
- Globalization has become necessary for Chinese enterprises as China integrates further into the global economy and a multi-polar world emerges with new opportunities for emerging market multinationals.
- For Chinese companies to develop further, they must globalize their operations beyond China's borders. This involves gradually becoming more reliant on overseas markets and improving global operations management.
- Few Chinese enterprises have reached an advanced stage of truly global operations unbound by national borders. Most are in the initial or intermediate stages of some global market interaction or optimizing their value chains for exports. However, since the 2008 financial crisis, Chinese firms have accelerated their globalization
Prospects of Development of Activity of Modern Enterprises in the Conditions ...ijtsrd
The article is devoted to prospects of development of national economy on the basis of stimulation of innovative activity of modern enterprises. The basic directions of creation of small business, measures on support and formation of an innovative infrastructure are considered, mechanisms and the economic content of integration interaction of small and large business are defined. In article perspective directions of development of activity of the modern enterprises are proved. Siddikov Mumin | Berdiqulov Azzam "Prospects of Development of Activity of Modern Enterprises in the Conditions of Innovative Economy" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-4 , June 2020, URL: https://www.ijtsrd.com/papers/ijtsrd31262.pdf Paper Url :https://www.ijtsrd.com/management/innovation-and-product-dev/31262/prospects-of-development-of-activity-of-modern-enterprises-in-the-conditions-of-innovative-economy/siddikov-mumin
This report was written in early 2006 and hence relied heavily on data compiled in 2004-5. For this reason, CIO are currently working with the China Packaging Technology Association to compile a fully updated and revised edition due for publication at years’ end.
For more information on updates to this report, please contact:
info@chinaintelligenceonline.com
TCI 2015 Exploration and Perspective of the Development of Chinese Hi-tech In...TCI Network
This document discusses the development of China's hi-tech zones and their role in promoting hi-tech industries and achieving industrialization. It outlines that China established its first hi-tech zone in 1988 and now has 146 zones. The zones have played a key role in China's economic growth, contributing over 10% of China's GDP. The document also discusses the experiences gained from developing the zones, including reforming policies, focusing on innovation, attracting global resources, and developing characteristic industries. It envisions the zones continuing to serve as platforms for regional innovation and building new industries through international cooperation.
This report, compiled by China Intelligence Online, provides an operational overview of the Chinese environmental sector, focusing mainly on market development and strategies.
Investigating the whole sector, the report aims to determine the business opportunities for foreign companies and help investors target markets.
Chinese companies are moving up the value chain and a growing number of innovative enterprises are emerging. The China context for innovation is a highly complex, diverse, dynamic and discontinuous environment accentuated by time-space compression. This context has led to many imperfections and customer pain points, which are often turned into opportunities by innovative entrepreneurs. In this study, numerous cases are profiled in order to unlock the DNA of China’s new breed of innovative companies.
This slides attempt to provide possible solutions to help China adapt the new trade environment and deepen integration into GVCs in the new era of 2020s.
Chinese enterprises have increasingly invested abroad in recent years for both traditional and unique motivations. Traditional motivations include seeking resources and markets, while unique Chinese motivations center around natural resource seeking and obtaining strategic resources due to China's institutional environment with significant state control. Chinese multinationals primarily use aggressive modes like wholly-owned subsidiaries and acquisitions to enter foreign markets. However, challenges remain in integrating operations post-entry due to differences in corporate culture and management styles between China and host countries. Effective integration is important for Chinese multinationals to utilize acquired resources abroad.
This document discusses the importance and opportunities of international entrepreneurship from a global perspective. It begins by noting how globalization has increased opportunities for international business ventures as markets become more integrated. It then provides examples of companies producing goods internationally. The document emphasizes that international entrepreneurship combines aspects of business with other disciplines like culture and geography. It states international entrepreneurship involves conducting business across national borders in ways such as exporting, licensing, or advertising abroad. The key difference between international and domestic entrepreneurship is the greater complexity of international decisions due to uncontrollable economic, political, cultural and technological factors across countries.
This document analyzes the internationalization paths of Chinese enterprises based on the Uppsala model, which divides internationalization into three stages: preparation, steady advancement, and global expansion. It examines the paths taken by Geely, Midea Group, and Shuanghui through case studies. In the preparation stage, companies face challenges like lack of market information and experience, which they overcome through cautious strategies. In the steady advancement stage, risks increase from issues like regulations and culture, which companies mitigate through cooperation. In the global expansion stage, challenges involve brand image and financing, which companies address through mergers and acquisments as well as government support. The document concludes internationalization requires both enterprise competitiveness and linking strategy to local interests
McKinsey Quarterly
This Quarter
Regardless of whether China’s new leaders want to reshape the country’s economy, it is changing around them. The growth rate is slowing. Neither exports nor investment will be the engines that they once were. And public policies will inevitably reflect these shifts. China’s next chapter, in short, is going to look decidedly different from the one we’ve grown accustomed to.
2013 q3 McKkinsey quarterly - China's next chapterAhmed Al Bilal
This document provides an overview and introduction to a 2013 special issue of the McKinsey Quarterly focused on themes related to navigating China's changing economic landscape. It summarizes several of the articles in the issue, including ones focused on China's transition from an investment and export-driven economy to one powered more by domestic consumption, the movement of manufacturing up the value chain, increasing innovation and technology development, developing human capital, and changes in China's investment environment. It also lists the titles and authors of the other articles in the special issue.
This discussion paper explores the role clusters, cluster initiatives and cluster organisations can play in the context of facilitating entrepreneurship within emerging industries. For the pupose of this paper clusters are understood as regional ecosystems of related industries represented through a group of firms, related economic actors and institutions that are located near each other and have reached a sufficient scale to develop specialised expertise etc. Cluster initiatives are organised efforts to support the competitiveness of a cluster and thus consist of practical actions related to the capacity of these clusters to self-organise and increasingly to pro-actively shape the future of the cluster. They usually follow a bottom-up approach, are implemented through a competitive process, and are often managed by specialised intermediaries, such as cluster organisations. Cluster organisations are the legal enti-ties that support the strengthening of collaboration, networking and learning in clusters, and act as innovation support providers by providing or channelling specialised and customised business support services to stimulate innovation activities, especially in SMEs. They are usually the actors that facilitate strategic partnering across clusters.1 Emerging industries can be understood as either new industrial sectors or existing industrial sectors that are evolving or merging into new industries. They are defined as “the establishment of an entirely new industrial value chain, or the radical reconfiguration of an existing one, driven by a disruptive idea (or convergence of ideas).
This discussion paper puts clusters and in particular cluster initiatives and cluster organisations into the spotlight as they constitute the players in the cluster ecosystem through which such an access can be provided.
The document discusses global cleantech trends and the cleantech scenario in India. Some key points:
1) Cleantech is enabling a transition to a more resource efficient, low carbon economy driven by factors like population growth, increasing energy demand in emerging markets, and climate change.
2) Global investment in clean energy grew significantly from 2004-2012 but declined in 2012, though renewable capacity continued growing due to falling technology costs. Private investment is increasing as governments move from subsidies to market-based support.
3) Emerging markets like China are now major investors and exporters of cleantech, driving transactions in other regions. Government policies aim to help industries expand globally amid domestic constraints.
China used to be an innovation absorber, simply copying ideas from elsewhere to roll out to local and foreign markets. Today, Chinese firms are recognised as innovators on the world stage. The most successful Chinese entrepreneurs have bolstered their innovative capabilities by collaborating with and acquiring international firms.
China’s president, Xi Jinping, wants to turn China into an innovation-driven economy by 2020. But can government-mandated innovation in a complex, partially closed economy save China’s growth prospects? Can China become an innovation powerhouse?
The Innovation Summit 2016 will bring together C-suite executives, entrepreneurs and critical thinkers from China and the surrounding region to discuss what lessons the world’s great innovators can offer China, and what ideas and insights it can share in return.
Visit the event website: innovation2016.economist.com
Join the online discussion with #EconInnov
This report analyzes the innovation competitiveness of 40 countries and regions based on 16 indicators in 6 categories: human capital, innovation capacity, entrepreneurship, IT infrastructure, economic policy, and economic performance. Singapore ranks first overall with a score of 73.4. The US ranks sixth with a score of 63.9, while the EU-15 region ranks 18th with a score of 52.5. Strikingly, all other nations/regions have made faster progress than the US toward the new knowledge economy over the past decade based on change scores. If current trends continue, the EU could surpass the US in innovation competitiveness by 2020. The findings suggest both the US and EU need national economic development strategies to strengthen competit
Role of business in economic developmentM S Siddiqui
Policy makers need to create structured long term funding schemes with extended moratorium periods to support young entrepreneurs in the start-up stage and smooth run of business under self-regulations with minimum bureaucratic control. The bureaucratic control is expensive and regressive of creation of new business and development of entrepreneurship.
The document discusses how four digital technologies - mobility, cloud computing, business intelligence, and social media - are bringing the global digital economy into adulthood. A majority of executives surveyed believed mobility will have the greatest positive impact on businesses over the next five years. Business intelligence was also seen as highly beneficial for understanding customers, making strategic decisions, and reacting in real time. Cloud computing provides more flexibility and accessibility, and around half of companies plan to invest heavily in it. These technologies are fueling the next stage of growth in the global digital economy.
This document discusses smart city development in Beijing, China. It provides background on China's overall business environment and factors driving Beijing to become a smart city, including challenges like pollution, water scarcity, and traffic congestion. Beijing is working to develop a technology cluster around smart cities and has several smart city initiatives underway, including the Smart Haidian Project, which aims to create a sustainable city through technologies like smart transport and energy solutions. Private companies are also involved in smart city projects in Beijing. The document concludes with policy recommendations to support further smart city development.
Accelerating Impact: Exploring Best Practices, Challenges, and Innovations in...The Rockefeller Foundation
This document provides insights into impact enterprise acceleration based on research conducted by The Rockefeller Foundation and Monitor Deloitte. It identifies the key needs of impact enterprises as they seek to scale, including business development, financing, distribution, and leadership skills. Common challenges impact enterprises face in scaling are attracting and retaining talent, adapting business plans, accessing financing, and connecting to distribution channels. The report also presents case studies of innovative accelerator models, including those run by Unreasonable Institute, Village Capital, and the Social Franchise Accelerator, that are testing new approaches supported by Rockefeller Foundation grants. The aim of the report is to share best practices and promising innovations in accelerating impact enterprises with other organizations in the field.
Young Syrian refugees have mixed views about returning home permanently. Over half say it is unlikely, with ending the war and defeating ISIS seen as the most important prerequisites. They view Canada, the US, UAE and Germany as preferable countries to live in if not returning to Syria. Opinions on Russian and Iranian involvement in the war are divided, and refugees do not believe Trump's presidency will impact the conflict's course. Most agree military action alone is not sufficient to resolve the war.
“ One of the essential questions facing sports organisations today is how to grow in an increasingly competitive and globalized market place while, at the same time, staying true to their roots and core values.” Burson-Marsteller, a leading strategic communications and public relations firm, has teamed up with international tour organiser Match IQ to get to the heart of this issue. We invited some of the thought leaders in the industry to give their expert insights on how best to engage with audiences abroad.
The “Making it in America: The View from America” survey developed by Burson-Marsteller and conducted by research firm PSB sheds light on Americans’ sentiments about the current state of the economy, as well as their feelings about the future.
From June 1-5, 2017, PSB conducted 1500 interviews with a General Population Survey*. The margin of error for the total sample is +/- 2.53% and larger for subgroups. The data was weighted to be nationally representative.
This survey builds off the June 2017 Executive Survey* by McKinsey & Company, which surveyed 259 U.S. Business Leaders representing the full range of regions, industries, company sizes, functional specialties, and tenures.
*Please note that within the survey findings, the terminology “Americans” and “American Population” refers to the General Population Survey and “Business Leaders” refers to the Executive Survey.
The document summarizes discussions from China's annual Two Sessions meeting in 2017. Key topics included maintaining GDP growth around 6.5% while prioritizing supply-side structural reform, reducing overcapacity, implementing initiatives like Made in China 2025, reforming state-owned enterprises, promoting the Belt and Road Initiative, and bold plans to reform China's healthcare system and population policies. Premier Li pledged to deepen reforms, restructure the economy, and improve people's well-being in his final work report before leadership transitions.
This document summarizes the key findings of a study conducted by Burson-Marsteller and Penn Schoen Berland on the most valuable platforms for executive visibility. The study found that the increasing number of options for conferences, awards, and digital platforms is causing confusion for companies in prioritizing opportunities. It also found that measurement of return on participation is ad hoc and that sales leads are typically used as the default metric of success. Going forward, decision-makers want executives to be more active on owned events and digital platforms, and see emerging areas like technology and sustainability increasing in importance. The biggest challenge is how to systematically measure return on participation across different platforms.
Burson-Marsteller, in partnership with Penn Schoen Berland (PSB), interviewed business decision-makers about the value and challenges of various platforms – specifically conferences and events, corporate awards and rankings, and digital and social channels. Our research sought to identify which platforms are most relevant today, and which emerging platforms companies are gravitating toward to reach and influence stakeholders in the future.
Gender Equality Conversations Survey: The Issues and PlatformsBurson-Marsteller
The Gender Equality Conversations Survey: The Issues and Platforms was conducted by Penn Schoen Berland (PSB) in partnership with Burson-Marsteller Advantage Women. The survey demonstrates how communications has played an important role in the advancement of gender equality throughout history and fueled policy battles and held businesses accountable for equality in the workplace.
The survey showcases beliefs about the importance of speaking out on women’s issues, the most effective ways to be vocal, the platforms audiences use to stay informed and the persistent challenges women face in the workplace.
The data encourages us to continue to explore how communication tactics around gender equality milestones have and will propel women’s issues to the forefront of political and corporate agendas.
Continue the conversation with us on Twitter using the hashtags #BursonTogether and #BMAdvantageWomen.
Friending in High Places: Business Leaders On Facebook and InstagramBurson-Marsteller
Executive engagement on social media has become an integral part of the corporate communication mix, and Facebook and Instagram are making their way into executive floors and boardrooms of many global companies. For the last six years, Burson-Marsteller has studied how heads of state, governments and international organizations use social media
channels. For the last two years, it has produced reports specifically about world leaders’ use of Facebook. This year, in addition to studying world leaders, Burson-Marsteller conducted this study of business leaders to see how they connect with their audiences on Facebook and
Instagram.
The findings described here are based on a survey conducted by Penn Schoen Berland (PSB) in partnership with Burson-Marsteller and Fan Experience from January 18th-21st, 2017. The survey was conducted
online among a national sample of N=1000 people who plan to watch the Super Bowl this year and who watched the Super Bowl last year. Additional information available upon request.
The Burson-Marsteller Age of Trump Technology Policy SurveyBurson-Marsteller
Research for The Burson-Marsteller Age of Trump Technology Policy Survey was conducted by Penn Schoen Berland (PSB) on behalf of Burson-Marsteller to explore attitudes and perceptions about the future of the technology industry. To meet these objectives, PSB conducted an online quantitative study from December 6th to December 13th, 2016 among Technology Elite (n=504) and General Public respondents (n=1000).
All Technology Elites are age 25+ with at least a college education, have a household income of $100,000+ in the coastal regions and $75,000+ in the heartland, live within 30 miles of a city with a significant technology industry presence reflecting a mix of established and start-up technology firms, and follow news about technology closely. The margin of error for the Technology Elites total sample is +/- 4.3% and larger for subgroups. The margin of error for the General Public total sample is +/- 3.00% and larger for subgroups.
Just over 100 days have passed since Theresa May crossed the threshold of Ten Downing Street and we have learned this government is starkly different from its recent predecessors in tone and operation.
Burson Latino leverages our experts, their experience and Burson-Marsteller’s strategic communications approach and innovative tools to help clients connect and engage with the dynamic and fast-growing U.S. Hispanic population. We build carefully tailored, insight-driven programming that goes beyond a simple translation of messaging.
The Latino Vote: Surprising Sentiments on Issues and Candidates is Burson Latino’s latest survey on how Latino registered voters feel about the candidates and the issues at stake in the primary elections. The survey of 1,300 registered Latino voters nationwide was conducted from Jan. 29 to Feb. 6, 2016, in collaboration with Research Now, New American Dimensions and the Center for Multicultural Science.
World Leaders on Periscope is Burson-Marsteller's latest research into how world leaders, governments and international organizations communicate via social media. The research builds on Burson-Marsteller's highly acclaimed annual Twiplomacy study, now in its fifth year. Initially focused solely on Twitter, the 2016 study has been expanded to other social media platforms including Facebook, Instagram, YouTube and more niche digital diplomacy platforms such as Snapchat, LinkedIn, Google+ and Vine.
Burson-Marsteller has identified a total of Periscope channels of governments and world leaders.
World Leaders on LinkedIn is Burson-Marsteller's latest research into how world leaders, governments and international organizations communicate via social media. The research builds on Burson-Marsteller's highly acclaimed annual Twiplomacy study, now in its fifth year. Initially focused solely on Twitter, the 2016 study has been expanded to other social media platforms including Facebook, Instagram, YouTube and more niche digital diplomacy platforms such as Snapchat, LinkedIn, Google+ and Vine.
Burson-Marsteller has identified a total of 154 LinkedIn pages and profiles.
World Leaders on Vine is Burson-Marsteller’s latest research into how world leaders, governments and international organizations communicate via social media. The research builds on Burson-Marsteller’s highly acclaimed annual Twiplomacy study, now in its fifth year. Initially focused solely on Twitter, the 2016 study has been expanded to other social media platforms including Facebook, Instagram, YouTube and more niche digital diplomacy platforms such as Snapchat, LinkedIn, Google+ and Vine.
Burson-Marsteller has identified a total of 47 Vine channels, most of which have been verified by Twitter and carry a green verification mark. Only 19 of these channels are active and the rest are either dormant for more than a year, or have never posted a Vine.
World Leaders on YouTube is Burson-Marsteller's latest research into how world leaders, governments and international organizations communicate via social media. The research builds on Burson-Marsteller's highly acclaimed annual Twiplomacy study, now in its fifth year. Initially focused solely on Twitter, the 2016 study is being expanded to other social media platforms including Facebook, Instagram, YouTube and more niche digital diplomacy platforms such as Snapchat, LinkedIn, Google+ and Vine. An analysis of each separate platform will be released each month in the run up to the publication of the complete Twiplomacy study in May 2016.
World Leaders on Instagram is Burson-Marsteller's latest research into how world leaders, governments and international organizations communicate via social media. The research builds on Burson-Marsteller's highly acclaimed annual Twiplomacy study. Initially focused solely on Twitter, the 2016 study is being expanded to other social media platforms including Facebook, Instagram, YouTube, Google+ and more niche digital diplomacy platforms such as Snapchat and Vine. An analysis of each separate platform will be released each month in the run up to the publication of the complete Twiplomacy study in May 2016.
World Leaders on Facebook is Burson-Marsteller's latest research into how world leaders, governments and international organisations communicate via social media. The research builds on Burson-Marsteller's highly acclaimed annual Twiplomacy study. Initially focused solely on Twitter, the 2016 study is being expanded to other social media platforms including Facebook, Instagram, YouTube, Google+ and more niche digital diplomacy platforms such as Snapchat and Vine. An analysis of each separate platform will be released each month in the run up to the publication of the complete Twiplomacy study in May 2016.
The A-Generation Study, carried out by Burson-Marsteller Africa, showcases six trends that reflect the new attitudes and changing priorities of African youth in 2016. Findings show that young cosmopolitan Africans are taking a bold approach to creating their own futures empowered by a new, technology-enabled world order and the loosening of previously restrictive social hierarchies.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Discover innovative uses of Revit in urban planning and design, enhancing city landscapes with advanced architectural solutions. Understand how architectural firms are using Revit to transform how processes and outcomes within urban planning and design fields look. They are supplementing work and putting in value through speed and imagination that the architects and planners are placing into composing progressive urban areas that are not only colorful but also pragmatic.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
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rankings in rapid time despite having health concerns and limited
color choices.”
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
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In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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3. Acknowledgement.................................................................................................................... 1
Chapter 1
China, a Stimulus for the Evolution of Global Enterprises........................................................... 2
What is a Global Enterprise?................................................................................................. 3
The Evolution of Global Enterprises in China........................................................................... 4
Chapter 2
Illuminating Various Impact Areas of Global
Enterprises with the Development Prism................................................................................... 6
Direct Economic Benefits...................................................................................................... 7
World-leading Manufacturing Systems.................................................................................. 9
Contributing to the Development of an Innovation-based Economy........................................ 11
Developing Local Partnerships and the Industry Value Chain................................................. 13
Introduction of Innovative Concepts..................................................................................... 15
Strong Corporate Citizenship............................................................................................... 17
Talent Development............................................................................................................ 19
Environmental Performance................................................................................................ 20
Chapter 3
Becoming Global with China................................................................................................... 22
Understand and Align with Local Stakeholders..................................................................... 23
Innovate and Integrate Globally........................................................................................... 24
Adopt a Long-term View of Building Intangible Assets........................................................... 25
Adopt a Global Perspective................................................................................................. 26
Develop Strong Culture and Human Resource Systems......................................................... 27
Global Partners for Progress............................................................................................... 28
Chapter 4
In the Decades to Come.......................................................................................................... 29
China’s Future Landscape.................................................................................................. 29
How Global Enterprises will Contribute in Future China......................................................... 31
Conclusion........................................................................................................................ 34
Contents
4.
5. 1
The story of China’s modern development is intertwined
with the story of corporations going global. As China
continues to grow in importance and become a major
economic powerhouse through internal reform and global
integration, multinational companies have leveraged
revolutions in communications and advancements in
international trade to become more globally sophisticated
and integrated—structurally, operationally and culturally. As
part of this co-evolution, China operations for multinational
companies have played a growing part in global success,
while simultaneously contributing to China’s rapid
development. It has in many respects been a great example
of “win-win” development. The demand for investment and
other cooperation continues to grow and evolve in the“new
normal” phase of China’s economic development, which
requires new development models and changing economic
structures.
A feature of China’s reform and opening-up has been
increasing utilization of foreign investment. Foreign
enterprises have not only provided important capital
resources for China’s economic development, but also
created employment and related opportunities, promoted
the development of technology and advanced the progress
of industrial optimization and upgrading. During this process,
foreign enterprises also evolved from foreign companies
primarily selling products in the China market into integrated
partners making contributions through investments in
manufacturing, R&D, services and in myriad other ways.
Many of them have transformed from “multinational
companies” to “global enterprises” in the process.
Now, China’s own corporations are increasingly going global
themselves, learning from the successes and setbacks of
their international peers. This parallel development has in
many ways created modern China, and the modern global
enterprise, and is set to continue in the decades to come. The
experiences of foreign enterprises in China, especially their
transformation from foreign multinational enterprises into
global enterprises, can be a source of inspiration for Chinese
enterprises aiming to enter and develop in the global market.
The manufacturing, construction and energy industries
have been critical for economic development, forming the
foundation of China’s economy and sustaining the country’s
export-oriented economy throughout the reform and
opening up period. Moreover, these industries also benefited
greatly from foreign investment, technology transfers and
the integration of foreign companies into China.
Acknowledgement
With this background, The Chinese Academy of International
Trade and Economic Cooperation of the Ministry of
Commerce and Burson-Marsteller worked together to
research and analyze global enterprises, especially in
manufacturing, construction and energy industries in China.
By examining the innovation mechanisms and development
models of global enterprises in China, we sought to
understand the impacts that global enterprises have had
on the Chinese economy and social development during
the period of Chinese economic reform and to explore
new ideas, new methods and new pathways for Chinese
enterprises to improve their capacity for global cooperation
and development.
During the writing of this report, we gained support from
various stakeholders in government, industry, academia
and other relevant institutions, including the National
Development and Reform Commission, Ministry of Land &
Resources, State Administration of Work Safety, National
Energy Administration, the Party School of the Central
Committee of the Communist Party of China, the China
Academy of Social Sciences, China University of Petroleum,
China Overseas Development Association, China Academy
of Science and Technology for Development, China
Construction Machinery Association, the Beijing Energy Club
and the China National Petroleum Corporation Economics
& Technology Research Institute. We would like to express
our sincere thanks to these institutions for sharing their
knowledge and insights.
This report was produced with the support of Caterpillar. The
company shared extensive information with regard to its 40
years of development and operations in China, providing us
with both case studies and firsthand perspectives.
As a leading global enterprise in the construction machinery,
mining equipment, energy and power system manufacturing
industries, Caterpillar’s development in China illustrates
how global enterprises have made an impact on China’s
economic, industrial and social developments. We have
used Caterpillar as a dynamic and multifaceted example of a
global enterprise in China throughout this report.
6. 2
The ongoing industrial revolution continues to increase
productivity and revolutionize existing production systems
with innovative technology and new thinking, while
accelerating the transformation of global economic growth
patterns. Through the process of economic globalization
enabled by the information technology and communications
revolutions, advanced value chains with increased
specialization, division of labor and integration have
extended around the globe. This has boosted productivity
in all industries, including manufacturing, construction and
energy—the primary engines of China’s development in the
closing decades of the 20th
century.
While China pushed ahead with its reform and opening-up
policy, it experienced rapid economic development. Indeed
this development was propelled to a significant extent by
exports, foreign investment and the absorption of foreign
technologies and expertise in China—enabled by foreign
multinational companies. During this period, beginning
in 1978, China developed and implemented policies to
attract and utilize foreign investments, introduce advanced
technology, obtain management experience, promote
industrial upgrading and boost overall industrialization.
This led to one of the greatest economic transformation
and development stories in human history. It meanwhile
contributed to a range of foreign companies evolving from
multinational companies (MNC) into “global enterprises”
as China operations and the China market became more
integral to global success and more fully integrated into a
global whole.
China, a Stimulus for the Evolution
of Global Enterprises
Chapter 12
7. 3
What is a Global Enterprise?
“Global enterprises” can be viewed as a more advanced form
of the MNC, which has adapted and evolved to succeed
in a world that is more integrated and interconnected or
globalized. They transcend national boundaries, with global
strategies, management systems and operations and by
taking on global responsibilities. They operate to a much
greater degree as one global entity rather than as a collection
of international operations tied back to an international
headquarters. Over half of a global enterprise’s revenues,
sales and employees originate from international markets.
Global enterprises focus more on their overseas businesses
and globalizing their development strategies, management
structures and culture—than typical MNCs.
This new model is a natural evolution from previous business
strategies. Operating in the 1700s, the earliest international
companies were usually trading enterprises that worked on
behalf of states. These organizations evolved into “hub-and-
spoke” private companies in the 1800s and earlier versions
of what we today call the MNC. In the same way that
earlier forms of business organizations made dramatic leaps
from one structure to the next, today’s globally integrated
enterprises have made a similarly large leap (see Figure 1).
China’s growing role on the world stage has contributed
significantly to the emergence of global enterprises, as global
firms, both Chinese and foreign, utilized China’s deep-pool of
resources to generate new products, services and production
systems for global and domestic markets. This process has
also stimulated new forms of innovation. Beyond novel-
product innovation, global enterprises also innovate in the
way they do business globally, by changing the way services
are delivered, supply chains are integrated and companies
are managed.
As Jinglian Wu argues in his book, “Understanding and
Interpreting Chinese Economic Reform,” integration into
the world economy has been an important aspect of China’s
economic growth because it allows China “to obtain valuable
capital resources and, more importantly, it brings advanced
technology, management skills, access to overseas markets
and competitive pressure.”
China’s manufacturing and export industries have become an
indispensable part of global enterprises’ production systems.
Global enterprises have meanwhile implemented operational
globalization and integration involving many other countries.
For example, an Indian company creates design solutions for
a British construction company in the Middle East. Australian
engineers develop solutions for French energy operators
in Africa and so on. Unified global business, scientific and
technical standards enable global enterprises to enter and
leverage the global production system to generate maximum
value and output.
This process of globalization is also extending to the
development of new products and R&D. Previously MNCs
from advanced economies typically innovated products
and technologies in the markets in which they were
headquartered or in other developed economies. However,
as global enterprises increasingly leverage talent around the
world in global R&D networks, they are now even bringing
products innovated in developing countries to the developed
world—in a process that some have referred to as “reverse
innovation.”
This development of world-wide innovation capacities
and systems has promoted technology convergence and
collaboration with stakeholders across the global value chain,
including enterprises, government, consumers, NGOs and
academic and research organizations, which has promoted
the further development of China’s economy and global
economic integration.
A globally integrated value chain provides enterprises with
new ways to develop and integrate into the global economic
system. At present, with the aim to play a more creative and
service-oriented role in the global value chain, many Chinese
enterprises are deepening integration with the global
ecosystem and value chain. They are well on their way in
transforming to become global enterprises themselves.
1800s:
• Invention of Limited Liability
Company
• International “hub-and
spoke” networks
• Home-country
manufacturing and
international distribution
1700s:
• Corporations largely
performed specific duties on
behalf of nations
• Companies were often
agents of the State
Now:
• Trade and investment barriers
recede
• Revolution in IT increased
global operations/
communications
• Business operations began to
standardize globally
1900s:
• Rise of the Multinational
Corporation
• Pursued international business
through local production bases
• Some tasks, such as R&D and
product design, performed
globally
Figure 1: The Evolution of Global Enterprises
8. 4
The Evolution of Global
Enterprises in China
In China, economic development since the start of the
reform and opening up has been enabled by the capabilities
and operations of global enterprises to a significant degree.
Throughout China’s economic development period, there has
been a great deal of exchange between Chinese stakeholders
and stakeholders at global firms, as each organization
worked to understand what the other one wanted and
was capable of, and how they could best work together for
mutual benefit. As global enterprises pushed the boundaries
of innovation, embracing new ways of working and creating
value, China similarly innovated and found new ways of
developing and “plugging-in” to the world economy.
Caterpillar has been operating in China for over 40 years,
and throughout that time it has contributed to China’s
development and gradual movement up the value chain.
During earlier phases of China’s economic development,
Caterpillar focused on importing products to support
infrastructure building and economic upgrading. During later
phases, it focused on investment and development in China,
establishing manufacturing and R&D facilities, developing
and working with local suppliers, dealers and other business
partners. More recently, Caterpillar has continued to invest in
and improve the value chain through a long-term approach
that aligns business operations with Chinese development
goals.
Early opening up
(1978-1984)
China was just beginning to open up to the outside
world, and most global firms used “hub-and-spoke”
operational models. Most international firms focused
on selling imported products, such as much needed
construction machinery to Chinese firms, governments
and SOEs. Some firms opened their China offices
during this time.
Phase 1
In 1975, Caterpillar sold construction and mining
equipment to the China market, beginning with 38
pipe layers, and opened a Beijing sales office.
Market economy development
(1984-1993)
Foreign enterprises continued to facilitate China to
develop economically by providing products and
services essential for China’s development, while
market-oriented reforms sought to develop private
firms in addition to SOEs. Foreign firms were seen
as key partners, suppliers or competitors during
this development process. China began to develop
stronger “innovation” capabilities, as Chinese firms
began to develop export capabilities, plugging into the
global economy.
Phase 2
In 1987, Caterpillar transferred technology to
Chinese SOEs, (the former Ministry of Machine
Building Industry even set up a specialized
“Caterpillar technology introduction office”),
which helped lay a foundation for the growth of
China’s construction machinery industry.
9. 5
Coexistence of different ownership
structures, increased trade and
globalization
(1993-2005)
China integrated with the world economy more fully
though public polices focused on developing Chinese
enterprises, while China’s successful accession to
the WTO allowed the country to continue attracting
large foreign direct investment (FDI) inflows. Global
firms were beginning to emerge as true “global
enterprises,” as increasingly integrated global
production systems spread production and value
creation to different locations around the world.
China was a major beneficiary of these global shifts,
as the country utilized innovation promoting policies
and business innovation at the local level to partner
with global enterprises as new “entry points” to
the global economy began to open up. Moreover,
FDI flows during this time increased the speed of
China’s development by further increasing exports,
creating technology transfers and stimulating local
development.
Phase 3
In the 1990s, Caterpillar opened local production
facilities and continued focusing on further
developing its independent dealer network.
Development of “harmonious
society" and the “China Dream"
(2005-2013)
China progressively rolled back preferential policies
for both foreign and local firms. This period saw
China’s developmental priorities, and the activities
of global enterprises focusing more on developing
human, intellectual, institutional, environmental and
infrastructure capital, as well as on financial and
economic success. Priorities during this phase started
to further balance GDP growth with other sustainable
developmental needs.
Phase 4
In the 2000s, Caterpillar started to fully deploy
its business model in China, from suppliers to
components, manufacturing, products, dealers and
a full array of services, including financial leasing,
remanufacturing, etc.
10. 6
DIRECT ECONOMIC BENEFITS
WORLD-LEADING MANUFACTURING SYSTEMS
CONTRIBUTING TO DEVELOPMENT OF AN INNOVATION-BASED ECONOMY
DEVELOPING LOCAL PARTNERSHIPS AND THE INDUSTRY VALUE CHAIN
INTRODUCTION OF INNOVATIVE CONCEPTS
STRONG CORPORATE CITIZENSHIP
TALENT DEVELOPMENT
ENVIRONMENTAL PERFORMANCE
Global Enterprises
Development
Prism
Chapter 2
Since the beginning of the “Opening and Reform” period—
the key to success for global enterprises in China has always
been alignment with China’s development agenda, and the
ability to make a positive impact on China’s economy.
As that agenda has evolved and grown increasingly complex
over time, global enterprises have needed to maintain an
increasingly sophisticated understanding of China’s priorities
and goals, so as to both mitigate risks and to capitalize
on opportunities for mutual benefit. This includes an
understanding of the way China’s strategy to utilize foreign
investment and the presence of global enterprises is being
continuously calibrated to serve wider strategic objectives.
Historically and today, companies seen as instruments of or
supportive of China’s development efforts and goals have
stood to gain, while those viewed as impediments have
found it difficult to achieve their goals.
China has, over time, steadily raised the bar in many aspects,
with much more emphasis now on the intangible “quality”
of foreign investment. With 3.5 trillion dollars in foreign
exchange reserves expected by 2016 (accumulated via those
decades of rapid growth), a drive to continue moving up the
Illuminating Various Impact Areas of Global
Enterprises with the Development Prism
Figure 2: The Development Prism
As development guru Jeffrey Sachs puts it, each country’s
approach to development must be continuously calibrated
based on evolving national and global socio-economic, geo-
political, environment, technological and other dynamics.
China’s capacity to innovate, access and utilize resources
industrial value chain (from “made in China” to “created
in China”), and an agenda to address the ills of over-rapid
development, China has become choosier about FDI over the
last decade in particular.
This report uses a sophisticated development prism that is
capable of refracting the full spectrum of China’s growth,
illuminating all the potential areas of alignment for global
enterprises, and the various instruments and impediments a
company may pose—at a given point in time, and with an
eye to the future.
The development prism (see Figure 2: The Development Prism)
can illuminate global enterprises and their actions in terms
of productivity-driven economic growth and manufacturing-
industry upgrading, as well as ways to address the unique
social, technological, environmental or economic dynamics
that face China. Moreover, the prism can be used to
highlight, for global enterprises, their actual or potential role
in efficiency promotion, industry upgrading, infrastructure,
education, rural and regional development, local industry
enablement and resource/energy security—in light of
evolving local priorities and expectations.
and energy, manage health and education systems for a huge
population, balance growth in exports and infrastructure, tax
systems and capital markets, savings and consumption rates
and many other factors are all facets of the classic struggle
to move from a developing to a developed country. And the
role of global enterprises in China can—and should—be
understood in light of all these various factors.
6
11. 7
Below, we illuminate eight key development hues or “impact areas" where global enterprises contribute
to China’s development. We also highlight Caterpillar as an example throughout, noting the way that the
company contributes to China’s economic development and other goals in each area.
Direct Economic Benefits
FDI and the presence of foreign companies in China have been utilized by the Chinese government to advance China’s
development in myriad aspects since the beginning of the “Opening and Reform” period. This is both qualitative and
quantitative. While today there is more emphasis than before on the intangible and qualitative impacts of FDI—the direct
economic benefits of foreign investment continue to be viewed as very important. Below we elaborate on different aspects of
the direct economic benefits China derives from the presence of global enterprises.
Figure 3 : Global Enterprises’ Contributions to China’s Economic Development
• Global enterprises invested over $128 billion in 2014 alone
• Since the “Opening and Reform" period began, China has grown to become one of the largest recipients of FDI
globally
• From 1991 to 2013, employment in urban areas by foreign-funded enterprises increased from 960,000 to 15.66
million with an average annual increase of 0.6 million jobs
• This increase contributed 28% of new urban employment in 2013
• Taxes from global enterprises have generated over $50 billion for local governments in 2013 alone
• This tax revenue has helped to generate growth and investment in China
• Studies have shown that FDI increasees employement within private domestic firms within the same sector
• Global enterprises connect Chinese producers with foreign markets providing valuable investment and partnership
opportunities
• In 2014, China exported $2.34 trillion worth of goods; between 1980 and 2012, China’s exports increased 122 times
• The spillover effects of global enterprises’ procurement in China have been calculated to have an astounding impact.
In theory, every dollar that global enterprises invest in China can result in USD $2.15 of GDP growth
Investment
Employment
Tax Revenue
Employment
Spillovers
International
Integration
Procurement
12. 8
Caterpillar Economic Impacts in China
Caterpillar has been in China for 40 years, contributing
to China’s strong economic growth and other aspects of
development throughout that time. In addition to providing
Chinese companies and projects with world-class products
and services, Caterpillar has helped integrate Chinese
partners into their global operations and the global economy
more generally.
Caterpillar’s China operations have had many direct
economic impacts in China (see Figure 7).
0
200
400
600
800
1,000
1,200
1,400 30
25
20
15
10
5
0
1995
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
Gross output value (100M RMB)
Employment (10,000)
Figure 5: Employment and Output of Foreign-funded
Construction Enterprises in China
Source: China Statistical Yearbook, 2014
Foreign enterprise employment in China (10,000)
Percentage of urban employment in China
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2001
2012
2013
2014
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
0%
1%
2%
3%
4%
5%
6%
7%
8%
Figure 4: Foreign Enterprises Remain Important
Employers in China
Source: CAITEC
Year Yield of 1 RMB of Investment
2006 1.72 RMB
2007 1.76 RMB
2008 1.81 RMB
2009 2.10 RMB
2010 1.78 RMB
2011 2.31 RMB
2012 2.27 RMB
2013 2.14 RMB
2014 2.15 RMB
Figure 6: Effects of FDI on GDP Growth in China
FDI, and investment in general, creates GDP output and income
throughout China’s economy—an effect known as the Keynes’
Investment Multiplier. In China, based on data from the National
Bureau of Statistics, each RMB global enterprises invested in 2014
could drive up to RMB 2.15 in GDP output.
Source: Based on data from China Statistical Yearbook, 2014
Figure 7: Caterpillar Presence in China
Facilities
• 29 manufacturing facilities
• 4 R&D centers
• 3 logistic & component centers
Employment
• 13,000 employees
• 4 dealers with 8,500 employees
• 350+ suppliers with 18,000 dedicated employees
13. 9
Figure 8: Large Developing Economies are Moving Up in Global Manufacturing
Manufacturing has been a key driver of China’s economic
growth in recent decades, and will remain so in the coming
decades. Globally, manufacturing is a major contributor to
GDP (16%) and employment (14%) in both developing and
developed countries. In China, manufacturing accounts for
more than one third of China’s GDP. Major policy initiatives
have sought to advance China’s manufacturing industries
through technological upgrading in key sectors. China
has been seeking to maintain and enhance its competitive
edge in the global manufacturing industry by focusing
on emerging industries like new materials and advanced
equipment manufacturing, while also improving overall
manufacturing quality and worker safety, stimulating
indigenous innovation, reducing costs and environmental
impacts and moving to center-stage in global technological
research.
Global enterprises have contributed to these goals by serving
as role models, bringing their experience in the industrial
Internet, training local talents, promoting the development
of industrial clusters and helping to develop and upgrade
capabilities among suppliers and the wider industrial
ecosystem. With continuously rising expectations and
standards for quality, variety and value, global enterprises
have constantly sought new ways to improve the quality of
inputs to production, to innovate and implement efficient
new manufacturing processes and develop and adhere to
exacting standards to deliver products and services to their
customers globally. This has also influenced domestic firms
in China to improve their own manufacturing capabilities,
both to compete as suppliers and as direct competitors. As
a result of this manufacturing activity and upgrading, both
within global enterprises and local Chinese firms, China has
rapidly ascended the global manufacturing value chain (see
Figure 8i
).
Globally-defined quality management standards like ISO
9000, as well as company-driven process improvement
strategies like Six Sigma were developed with support of
global enterprises to ensure safety, product quality and cost
effectiveness, all in pursuit of meeting exacting consumer
demands. Learning from global enterprises, some Chinese
enterprises have greatly improved their own manufacturing
systems. Global enterprises have provided consulting services,
products and technologies that are directly aligned with
China’s advanced manufacturing agenda.
Top 10 manufacturers by share of global nominal manufacturing gross value added
Source: McKinsey, “Manufacturing the Future: The Next Era of Global Growth and Innovation”
World-leading Manufacturing
Systems
Rank 1980 1990 2000 2010
1 United States United States United States United States
2 Germany Japan Japan China
3 Japan Germany Germany Japan
4 United Kingdom Italy China Germany
5 France United Kingdom United Kingdom Italy
6 Italy France Italy Brazil
7 China China France South Korea
8 Brazil Brazil South Korea France
9 Spain Spain Canada United Kingdom
10 Canada Canada Mexico India
14. 10
Caterpillar in Pursuit of Manufacturing
Excellence and Safety
Throughout its 90 years of operation, Caterpillar has
established a strong reputation in the industry for
manufacturing excellence with a focus on delivering high-
quality machines to customers while manufacturing them
in a safe, efficient way and constantly introducing new
measures in pursuit of these goals.
The company started implementing Six Sigma programs
company-wide in 2000, focusing intently on improving
product quality and the elimination of defects. The company
introduced its own Caterpillar Production System (CPS)
in 2005, aiming to use a common language to improve
operational efficiency in terms of worker safety, quality,
speed and cost through the organization globally. In 2013,
Caterpillar began rolling out its manufacturing excellence
principles, which leverage the tools and processes of Six
Sigma and CPS to eliminate waste and drive efficiency.
Caterpillar’s China facilities are also contributing in the
company’s pursuit of lean principles. Beginning with the
implementation of Six Sigma in 2002 and the Caterpillar
Production System (CPS) in 2005, today, 11 Caterpillar
locations in China are implementing lean methodologies.
These efforts have achieved significant results, including
defect reductions of 85 percent within various value streams.
Caterpillar is using the methodology to improve process and
product quality, while also empowering employees to better
meet the needs of customers. In addition, these advanced
methodologies are also applied to the extended enterprise
including Caterpillar's suppliers and dealers in China, so as to
improve the efficiency of the entire value chain and address
customer needs from order to delivery.
Caterpillar considers safety as the number one priority for
its facilities around the world, and adheres to a zero-injury
policy and internalization of global safety standards. In
2014, Caterpillar decreased its enterprise Recordable Injury
Frequency (RIF) to 0.71, a significant improvement over
when the program began over a decade ago (see Figure 9).
For example, Caterpillar’s China components facility began
implementing a new observation program to detect unsafe
behaviors in December 2012 and achieved a 43 percent
drop in RIF by 2014. The facility was named a safety culture
demonstration enterprise by the Wuxi City government in
2013.
7
6
5
4
3
2
1
0
2003 2010 2012 2013 2014
Recordable injuries per 200,000 hours worked
Work-related injuries resulting in lost time per 200,000 hours worked
6.22
2.97
1.03 1.02
0.78 0.71
0.28 0.29 0.230.3
Figure 9: Caterpillar Workplace Safety Measures
15. 11
Figure 10: Impact of Foreign R&D in China
Innovation is a key driver of economic growth. Developing
an innovation-based economy and better technologies to
address development challenges, and ultimately become
a global innovation hub, have been the goals of national
development policies in China for some time.
By establishing R&D centers, engaging in vertical and
horizontal technology transfers, developing and introducing
new technologies, providing technical training to employees,
engaging universities and local research organizations,
supporting education in science and technology, outsourcing
elements of research and development, granting internships
and so on, global enterprises have contributed to China’s
goals with win-win partnerships that generate many
innovation spillover benefits. Global enterprises also advocate
for stronger protections for intellectual property rights (IPR)
in all markets they engage, and studies have shown a strong
positive relationship between IPR enforcement, innovation
and economic growth.ii
The 2014 Global Innovation Index
found that market dominance by established enterprises
and limited competition are inhibitors of innovation. By their
presence in China, global enterprises have helped stimulate
innovation through competition as well as open innovation
collaborations.
Vertical knowledge and technology transfers are a common
way for local supply-chain partners to gain knowledge
and technology from global enterprises. Global enterprises
move knowledge and technology to all of their touch points
throughout the value chain, including local manufacturers,
partner firms and applied research centers that can develop
know-how into functioning goods and services. Horizontal
knowledge transfers move technologies and knowledge
across the value chain, from one area to another, a common
practice as competitors, partners and other cross-industry
players absorb and innovate technology and knowledge.
Industry competitors and partners benefit greatly from the
presence, products, transfers and spillovers global enterprises
bring to local markets (see Figure 11).
The Impact of Caterpillar R&D in China
Headquartered in the Wuxi High and New-Tech Industrial
Development Zone of Jiangsu province, with branches in
Qingdao, Tianjin and in close association with the Asia
Pacific Proving Ground in Nantong, Caterpillar R&D Center
(China) Co., Ltd. (CRDC) has grown to be Caterpillar’s
largest comprehensive R&D center outside the United
States, employing over 900 engineers and supporting staff,
nearly all of them local hires. As part of Caterpillar’s global
R&D network, China R&D centers play the leading role in
innovation and product development for growth markets.
In the past few years, Caterpillar China’s R&D Centers have
participated in developing new engines and machines for
growth markets, obtaining over 170 patents.
As a flagship R&D center and an integral part of Caterpillar’s
global R&D network, the CRDC has pursued product and
process development, product validation, localization and
technological training based on the unique requirements of
China and other growth markets. It has provided intellectual
property management and IT support to Caterpillar facilities
in China and other growth markets.
The innovative technologies and products developed by
the CDRC have been sent from China to other emerging
markets, as well as developed markets in a phenomena
known as “reverse innovation.” For example, in collaboration
with Caterpillar’s global team, the CRDC leveraged its
innovative local talent and global resources to develop the
Caterpillar 986H wheel loader, specifically tailored to China’s
needs for a smaller loader for use in its booming cement
quarries. This product was also made available in other
markets.
A sound R&D eco-system consisting of strategically collocated
R&D centers, proving grounds, suppliers, manufacturing
facilities, universities and national labs has been formed.
Contributing to the Development
of an Innovation-based Economy
As of 2014, foreign firms had
established over 1,500 R&D
centers in China, up from less
than 200 in year 2000
Improves production
technology, and influences other
firms through spillover effects
Setting up R&D activities in
China can help reduce and
reverse “brain drain”
16. 12
Caterpillar has implemented a robust engineering talent
pipeline strategy, including global engineering programs
such as the Engineering Rotational Development Program
(ERDP) and the Engineering Development Program (EDP),
which help new hires, graduates, experienced professionals
and senior leaders alike, enter the Caterpillar product
development pipeline smoothly by working with Caterpillar
employees to go through rotational program assignments
and other on-the-job training assignments. Since the launch
in 2012, approximately 20 percent of Caterpillar China’s
R&D engineers have graduated from these programs. These
engineers are also encouraged to internally move across
different functions, business units and regions.
Figure 11: Vertical / Horizontal Technology Transfers and Spillover
In addition, leveraging Caterpillar’s multifunctional R&D
strengths within science, technology, engineering and
mathematics (STEM) fields, over 400 students across 25
teams have been sponsored by CRDC to participate in a the
FIRST Tech Challenge (FTC) robotics competition. Since 2012,
over 1,000 volunteering hours have been contributed to
coaching and mentoring programing software and machine
design by the students.
17. 13
Global enterprises have had a positive impact by partnering
and collaborating with local economic actors in many ways.
Aside from the shared direct economic benefits of such
partnerships—leveraging comparative advantages to provide
competitive goods and services and generate profit—these
partnerships have facilitated knowledge sharing and other
spillover effects of foreign investment, serving to develop
local employment and expertise in addition to building up
industrial and economic capabilities across the industry and
innovation value chain in China (see Figure 12).
The story of a Chinese company that started out as an
OEM or even a distributor for global brands—ultimately
building its capacity to the point where it could begin to
introduce its own products and services—is quite familiar
and representative of one aspect of the potential of such
partnerships. In many cases, global firms have a clear goal
to increase the capacity of Chinese partners and collaborate
with them globally by working with them to improve quality
and various other aspects of their business performance.
While expanding to include a wider range and a higher-level
of partnerships, the cooperation between global enterprises
and Chinese enterprises has gradually shifted from
equipment processing to design and R&D. Geographically,
such operations have also extended to the middle and west
of China.
It has of course not been a one-way transfer of knowledge
and expertise. Global enterprises have leveraged and
benefited from the capabilities of partners in local markets
and local supply chains, such as invaluable local knowledge,
skills and cost-effective solutions, to achieve successful
global operations. Some Chinese firms are also at the global
technology and innovation frontier in specific areas—
for example in e-commerce—and so this enables them to
contribute to global collaborations and play a much more
dynamic role than was previously expected of a Chinese
company.
Strong Chinese partners have also brought opportunities
for global companies to partner with Chinese companies in
other regions. The energy and resources sectors are obvious
examples—in these sectors, global companies have formed
JVs, investment-partnerships and other joint projects with
China’s energy companies in Africa, North America, the
Middle East and other parts of the world. In many instances,
these Chinese companies have been transforming into global
enterprises themselves.
For local partners, global firms offer strong global networks
and resources, industry-leading technology and management
and the potential for further development and partnership
agreements in China and around the world.
Figure 12: Statistics on R&D and Related Activities of Large and Medium Foreign-Funded Enterprises in China
Region
Full-time Equivalent of R&D Personnel (man-year) Expenditure in R&D Institutions (10,000 yuan)
2000 2005 2009 2010 2011 2012 2000 2005 2009 2010 2011 2012
Total 9,375 33,860 78,235 113,156 85,971 112,477 148,968 476,070 1,754,756 2,137,613 2,061,718 3,516,320
Eastern Region 6,938 31,656 71,943 107,563 80,675 107,887 141,995 464,129 1,683,815 2,077,867 2,008,759 3,424,581
Middle Region 183 118 1,773 1,785 2,027 2,408 198 2,225 31,296 33,872 17,860 58,890
Western Region 1,123 506 1,494 1,936 1,429 793 4,188 3,233 25,819 16,937 18,246 16,859
Northeastern Region 1,131 1,579 3,025 1,873 1,840 1,387 2,588 6,483 13,826 8,937 16,853 15,989
Source: CAITEC
Figure 13: FDI Utilization by Sector
Source: China Statistical Yearbook, 2014
FDI by sector (utilized investment), 2013
Manufacturing
Real Estate
Others
Wholesale and
Retail Trades
Leasing and
Business Services
Transport, Storage
and Post
4% 14%
39%
24%
10%
9%
Devoloping Local Partnerships
and the Industry Value Chain
18. 14
Local Partnerships and Development
Dealer Network Build-up
20 years ago, Caterpillar was one of the very first global
companies to introduce a dealer-focused business model to
China’s construction machinery industry, as compared to the
norm of direct selling by manufacturers. Now, the dealership
model has become a common way of doing business
between machine manufacturers and buyers. Most domestic
manufacturers have publicly expressed a desire to set up
dealer networks like Caterpillar’s.
Caterpillar began establishing its dealer network in China
in the mid-1990s and has been consistently investing in
developing its China dealers—Lei Shing Hong, WesTrac
China, China Engineers and ECI-Metro. Focusing on
building a long-term relationship is a different strategy from
appointing a trading company or a selling agent that can
be terminated and replaced for not meeting a sales quota
on a yearly basis. Customers have been attracted to and
supported by its trusted dealer network and have developed
long-term loyalty to Caterpillar.
The relationships between Caterpillar and its dealers have
grown from sharing similar corporate values and long-term
thinking that work together to improve the overall customer
experience. The enduring trust has been put to the test
during the ups and downs of industry cycles. According to
the China Construction Machinery Association (CCMA),
more than one third of construction equipment dealers, large
and small, closed down between 2011 and 2014 due to a
downturn in the industry. However, Caterpillar dealers all
persevered thanks to the diversified product line and financial
leasing support from Caterpillar.
Caterpillar demonstrated to the industry the value of
engaging with a network of dealers who are financially
strong, have long term commitment to Caterpillar and China
and are able to develop deep local knowledge and close
relationships with local customers. As Caterpillar noted,
competitors can replicate the products, but they cannot
replicate the solid relationships and trust that has been built
up with dealers over 50 years on average globally.
Supplier Collaboration
China is one of the largest sourcing markets for Caterpillar
in the Asia Pacific region, with significant direct procurement
spending as well as a high-level of exports. Over the past 20
years, Caterpillar’s supplier base in China has grown from
five to more than 350.
Suppliers have been a critical part of the industry value chain
and cannot simply be regarded as low-cost components
providers. Caterpillar has invested in developing long-term
mutually-beneficial relationships with its suppliers, providing
opportunities for business training, technical exchanges,
joint research and development and corporate culture
development.
However, in the mid-1990s, only a few Chinese suppliers
could meet Caterpillar’s stringent criteria for supplier
selection in terms of quality, cost, logistics, development
and management. By providing opportunities for business
training, technical exchanges, joint R&D and corporate
culture development over the years, Caterpillar worked to
improve supplier performance. The company introduced
advanced production systems and management philosophies
like Six Sigma, Caterpillar Production System and the
lean model to suppliers. Caterpillar assigned dedicated
“black belts" in these Chinese suppliers to improve their
product quality, technical and manufacturing capabilities
and operational management, believing that only an
advanced and sophisticated supplier base can enable further
development for the overall industry.
Notably, some suppliers have expanded their business beyond
China, constructing facilities abroad and supplying Caterpillar
globally, leveraging the skills they obtained from Caterpillar.
Furthermore, Caterpillar has started to bring its overseas
suppliers to a supplier park in Xuzhou, as the Chinese
construction industries continues to evolve. To illustrate how
far the supplier base has come, 20 years ago, Caterpillar
relied primarily on imported components to support its
business operation in China.
CCMA has acknowledged Caterpillar as a role model for
development in China’s construction machinery industry.
Indeed, the long-lasting and excellent relationship between
Caterpillar, suppliers and dealers has been a differentiating
factor for the company’s success.
19. 15
For many global enterprises, succeeding globally has as
much been driven by innovating new business concepts and
adapting them in different markets, as it has by technology
and product innovation. Those that have succeeded in China
have had a significant impact on the business landscape by
introducing new business concepts that Chinese firms then
emulate, adapt or improve. Examples include “just-in-time”
supply chain management in manufacturing, demand side
management and energy performance contracting, modular
construction in buildings and infrastructure and many others.
Global enterprises have inspired domestic enterprises to
innovate and develop new business models of their own,
helping China move up the product and services value-chain
from low margin manufacturing activity to higher-value-
added activity (see Figure 14).
In the majority of cases, successful and reputable global
enterprises replicated their globally-proven business concepts
and practices in China while innovatively adapting to the local
operating environment. In some instances, global enterprises
engage in direct capacity building with Chinese regulators
to help inform policies that could allow growth of new
industries. As China pursued innovation-driven development,
global enterprises continued to play a very positive role as
business and institutional innovators in addressing specific
needs for technology or services, promoting favorable
business environments for new industries and as models of
success.
Product Value Chain
Margin
LowHigh
Development Production Services
Relatively low-value
manufacturing work,
high energy use
High-value,
low energy use
design,
engineering work
High-value
distribution,
marketing,
retail
Figure 14: Margin Movement within the Product Value Chain
Innovative Business Concepts and Advanced
Service for Industry Upgrading
Remanufacturing as an Advanced Form of Recycling
Caterpillar’s remanufacturing (“reman”) service illustrates
how a Caterpillar capability can come to benefit both the
company’s business and China’s economy. Reman is a process
of returning end-of-life products to the “same-as-when-
new” condition or even better at a fraction of the costs of
new product manufacturing. This is a win for the business,
customers and also the environment.
In spite of the environmental and business benefits, the
awareness of reman was low in China. Caterpillar was
among the first global enterprises to introduce product
remanufacturing to China, drawing from its decades of
experience with process and technology best practices
from its 17 remanufacturing facilities worldwide. It built a
dedicated remanufacturing facility in Shanghai in 2005.
To jointly promote the development of the reman industry
in China, Caterpillar and China’s National Development and
Reform Commission (NDRC) signed a letter of intent in 2006,
in which Caterpillar agreed to provide expertise to assist the
NDRC and Chinese research institutions in supporting the
development of the reman industry.
Reman came to be regarded as “encouraged” for foreign
investment. Some estimate the total output value of China’s
remanufacturing industry will reach 150 billion yuan ($24
billion) in 2015.
Reman can make a major contribution to China’s
unprecedented efforts to build a circular economy. Given
China’s market size and growing sophistication, China is
expected to become a leader in reman in the Asia Pacific
region and globally.
TESTED
REMANUFACTURED
SALVAGED
CLEANED
CORE
RETURNED
TO CATERPILLAR
PRODUCT BEGINS
LIFE CYCLE
PERFORMS
REGULARLY
MAINTAINED
MATURES
Renman
Life cycle
Product
Life cycle
RE-ENTERS
SUPPLY
CHAIN
REPLACED
BEFORE
FAILURE
Figure 15: Product to Reman Life Cycle
Introduction of Innovative
Concepts
20. 16
Financial Leasing Enabling Success of Small Customers
& Medium Sized Enterprises
As the changing economic landscape created a need to
empower more small Chinese construction clients and
medium sized enterprises, Caterpillar leveraged its global
experience in the financial leasing industry to enter and serve
the Chinese market.
Although the low availability of credit information posed
a major challenge for Caterpillar, the company adapted its
global credit analysis techniques and leveraged its access
to capital from foreign markets to create competitive and
innovative solutions for local customers. In 2004, Caterpillar
China Financial Leasing Co., Ltd. (CCFL) was established,
becoming the first wholly foreign manufacturer owned
financial leasing company in China’s construction machinery
industry. CCFL’s risk management and corporate governance
policies, the bedrock of Caterpillar’s world-leading credit and
risk management capabilities, were initially adapted to suit
the China market (localized), then improved, and expanded
upon (innovated) through the years. CCFL was also invited
to share best practices with others in the financial leasing
industry and with relevant government institutions. In this
way, CCFL helped introduce and expand the financial leasing
industry in China, while at the same time creating brand
loyalty with Caterpillar customers. CCFL has so far provided
financial leasing services to over 50,000 customers for
70,000 machines in China.
As a role model of foreign financing and leasing enterprises,
Caterpillar has an advanced management system. Moreover,
Caterpillar manages its business under a strict code of
conduct. Being a role model for enterprise management and
business risk-control is one of Caterpillar’s most important
contributions.
Since 2004, CCFL has:
• Provided customers access to the same, best-in-class
products that were formerly only available to large, cash-
rich, State-backed enterprises
• Supported productivity improvements through the leasing
of Caterpillar machines and helped customers excel
through financial service excellence
• Served as a role model for other companies in the
industry for management systems and risk control
• Helped upgrade the financial leasing industry by
developing and improving credit processes, maintaining
robust portfolio health performance and providing
customer focused solutions to help customers through
tough times; thus leading the industry with leasing
services to meet customer needs
China’s financial leasing industry developed to be one of the
most dynamic in China, as the number of financial leasing
companies grew to well over 2,000. Industry spillovers
from leading companies like Caterpillar, and rapid growth
in the industry generally, created an environment in which
equipment manufacturers and other industrial companies
were able to establish their own leasing companies.
Additionally, many professional service firms in legal, strategy
consulting and leasing tax-consulting services have also
proliferated in the market. The government has also recently
announced its plan to promote financial leasing as it sees it
as a strong driver to support economic growth in China.
Figure 17: Year-on-Year Capital Leasing in China
Annual Amount of Capital Leased in China
BillionRMB
2,500
2,000
1,500
1,000
500
0
2007 2008 2009 2010 2011 2012 2013
economic
Changing
dynamics
economic
Changing
dynamics
Small
individual
contractors/
users
Small
individual
contractors/
users
Fragmented
industrial
and financial
systems
Fragmented
industrial
and financial
systems
Massive
labor
migration
Massive
labor
migration
Figure 16: Small Customer’s Market Environment
Source: China Industry News Network, 2014
21. 17
Strong corporate citizenship and well-developed corporate
social responsibility (CSR) programs are top priorities for
global enterprises that realize that their business impact
goes beyond financial impact or performance—and that
their “social license to operate” depends on much more
than complying with relevant laws and regulations. It
can be argued that being viewed as socially responsible
and trustworthy is, today, just as important as the “core”
business activities companies engage in.
As China has reintegrated with the global community over the
past four decades, global enterprises operating in China have
brought CSR best practices with them and have been expected
to serve as CSR role models in China. Global enterprises’ CSR
efforts in China focus on participating in, promoting or even
leading China’s sustainable development. They can leverage
their advantages of advanced concepts, energy conservation
and emissions reduction and standardized operation to
continuously participate in the transformation, upgrading
and sustainable development of Chinese industries. Through
a combination of intrinsic motivation and government
encouragement, Chinese companies have also engaged in
CSR as they grow domestically and reach abroad, learning
by example as well as through sharing of best practices (see
Figure 18 and Figure 19).
Citizenship and CSR initiatives have enabled companies to
“give back,” while also addressing issues of concern to local
stakeholders—in creating shared value. Global enterprises
have succeeded in this area, in part, by building the
institutional capacity to understand and engage with local
stakeholders—to collaborate in addressing and achieving
common interests.
Caterpillar CSR and CSI
Caterpillar is committed to upgrading the entire value chain,
contributing new concepts to the industry and making
upgrades across China, including innovations in social
dimensions. In terms of CSR, Caterpillar represents some
of the best practices in terms of industrial standards and
experience sharing, which make it a leading figure in the
industry.
Caterpillar has supported the philanthropic work of the
Caterpillar Foundation, which has contributed more than
$600 million to charitable causes, including many that
help make sustainable progress possible around the world.
Different from traditional CSR, Caterpillar’s approach is
defined as “corporate social innovation” (CSI) or “catalytic
philanthropy.” It begins by understanding the major human
needs and then seeks and establishes partnerships with
organizations that provide those basic necessities—creating
an economic landscape in which economies can grow and
girls and women in particular can thrive.
Caterpillar’s CSI approach considers the human implications
of business at the front end of the value creation chain
and integrates philanthropy and business needs to conquer
global issues. Philanthropy allows an entry point for business
in markets not yet ripe for “for profit” solutions to human
need.
CSR as Value Creation CSR as Risk Management CSR as Corporate Philanthropy
Corporate programs
provide funds and
capabilities, creating some
strategic/operational
impact.
CSR as a fundamental element of
business strategy, drives real
operational impact and creates
shared value by promoting
competitiveness, innovation and
human capital, harmonizing
economic, social and environmen-
tal sustainability.
Compliance measures have
medium strategic and
operational impact, mostly
mitigating operational risks
and potential impacts.
social benefit and
Figure 18: CSR Value Chain
Strong Corporate Citizenship
22. 18 Figure 19: Caterpillar’s CSI Impact in China
Environment
Education
Basic Human
Needs
Employee
Volunteerism
Caterpillar’s
CSI
Employee Giving
- In the past five years, over 3,000 Caterpillar
employees held and participated in various volunteer
activities
- Over 4,000 Caterpillar China and Caterpillar
dealer employees donated RMB 450,688 for Ya’an
earthquake relief
- Caterpillar employees in different cities make
regular donations to their communities
Promoting Education
- Pre-school to vocational education for rural students
- Programs in STEM education, reading, language and
emergency safety
- Providing school buildings, books, school kitchens,
computers and eye-glasses
- Hundreds of thousands students benefitting
Caterpillar Foundation Charity Forest
- 7,340 kg of dust reduced per year (2014)
- 48,771 tons of carbon stored per year (2014)
- 33,639 tons of oxygen released per year (2014)
- Over 300,000 trees planted (end of 2015)
Great River Partnership
- Environmental protection planning, policy research,
environmental flow practice and aquatic life monitoring
standardization along the Yangtze River
- Identified 24 biodiversity conservation priority areas
- Aquatic life monitoring network established
- Environment flow proposal for dams along Yangtze River
Sustainable Urbanization and Livable City Construction Project
- GHG reduction, energy efficiency improvement, water quality
and urban transport improvement and land use research
- Three main phases: 1) Blueprints for environmentally smarter
growth; 2) Demonstration projects; 3) Spreading success to
other emerging cities
- Pilot cities in Chengdu and Qingdao
Poverty Alleviation
- Goal: 50 million people worldwide on the “Path to Prosperity”
by 2020
- 125 rural families supported. 1,800 farmers trained on
agriculture practices and accounting. Average incomes rose
20% (collaboration with China Foundation for Poverty Alleviation,
2014)
- 186,401 jobs and training for 5,540 people in rural areas
(collaboration with Opportunity International, 2014)
Disaster Relief
- 2008 Snow Disaster
- 2008 Wenchuan earthquake
- 2010 Qinghai earthquake
- 2013 Ya’an earthquake
- 2014 Ludian earthquake
- Established Disaster Preparedness and Mitigation Special Fund
with the China Foundation for Poverty Alleviation in 2015
23. 19
Attracting and retaining top global as well as local talent is
of critical importance to global enterprises, and competition
for this talent is exceptionally intense in China. In AmCham’s
annual China Business Climate Survey, 66 percent of
global companies in China’s resources and industrial
industries reported 75 percent or more of their top country
management was Chinese. This growing majority of local
leadership illustrates global enterprises’ understanding of the
importance of strong local teams with technical expertise and
understanding of the business and wider operating context.
From a Chinese developmental perspective, it has been a
healthy phenomenon to see senior executives of global
enterprises move on to Chinese companies or start their
own firms. This has been one of the most obvious “spill
over” benefits of foreign investment in China, as it is in
other developing countries. Indeed, many of China’s most
innovative and dynamic companies are now led by executives
with experience and expertise from working with leading
global enterprises.
Global enterprises are commonly seen as a “university” for
local talent to develop professional skills. In the short term,
these efforts have helped develop talents in China, and in
the long run, the talent development spillovers from global
enterprises to the rest of the Chinese economy will help
China move up the value chain and develop a more services-
based economy (see Figure 20).
Successful global firms have elevated their talent-
development strategy to the level of overall business strategy.
This includes:
• Making local talent global, by working to understand
what local employees truly value, such as a healthy work-
life balance, taking a long-term view to training and
developing local employees and providing top talent with
global opportunities
• Making global talent local, by expecting longer-term
commitments from executives transferring to China from
abroad, along with extensive training on the local culture
and business environment. In this way, global enterprises
developed much more integrated and effective leaders in
China
• Importantly, the most successful global enterprises also
understand that fostering a strong sense of community
and commitment among employees through a strong
company culture is a critical factor in retaining talent.
Caterpillar Talent Development
Caterpillar’s talent development efforts have created a strong
environment for cultivating leadership. The company makes
employee career development a high priority, understanding
that fostering a high sense of self-fulfillment among
employees is a win-win proposition.
Source: Strategy & 2014 China Innovation Survey: China’s innovation is Going Global
Figure 20: Chinese Companies and MNCs Innovation Challenges
Average responses
where 1 = don’t agree
and 5 = strongly agree.
Average responses to the question, “In the process of conducting innovation
in Mainland China, is your company facing the following challenges?
5
4
3
2
1
0
Talent Access Talent Retention Inadequate
in tellectural
property
protection
Rapid cost
increases
Inadequate
infrastructure
and innovative
ecosystem
Difficulties in
understanding
market needs
Chinese Companies MNCs
Talent Develoment
Senior managers in China: 80%Chinese
Employees trained in 2014: 8,000
Leadership training investment: $70million
The Caterpillar Career Development Plan is a centerpiece in
building this employee satisfaction. This is a highly interactive
process where employees take initiative to form their own
career development plan, receive feedback from their
managers and get support from the company.
In 2014, Caterpillar provided training for employees in
China, with an average of two trainings per person. This
encompassed management, operations, production,
professional skills, exchange programs, mentoring and
coaching and general career development. This philosophy
of helping employees achieve their potential helped the
company achieve a turnover rate of about half the market
average.
24. 20
Through years of operating in various markets throughout
the world, global enterprises have realized that
environmental performance makes good business sense. As
China’s economy became more developed and sophisticated,
global enterprises considered the environmental impacts of
their business operations earlier and acted more swiftly to
promote sustainability. Global enterprises have contributed
to China’s sustainable development and environmental
protection by serving as role models for Chinese firms
by developing and leveraging environmentally friendly
technologies and practices and by supporting China as it
continued to strengthen its policies to improve the energy
and carbon efficiency of its economy. They have helped
to develop global and local environmental management
standards, such as ISO 14000, which have been shown to
help enterprises improve performance, identify savings and
position themselves to compete more effectively in the global
market by demonstrating commitment to and alignment
with the needs and requirements of customers, shareholders,
local communities and relevant regulatory agencies.iii
This context motivated global enterprises to advance their
developmental agenda in a sustainable way that does not
put their future business operations and resources at risk.
This has frequently involved encouraging or even requiring
suppliers and dealers to undertake sustainability measures
themselves.
Studies have concluded that China could attract $620 billion
in clean energy investment between 2010 and 2020. Global
enterprises that have developed the needed technologies
for other markets, or that are developing new technologies
tailored for Chinese needs, stand ready to supply this
growing demand as we will explore in Chapter 4. With their
active engagement in the China market, these enterprises
have supported official policies and the achievement of
higher efficiency of energy use in electricity generation,
transportation, green buildings and other areas. Many also
collaborated with Chinese partners in R&D to develop the
next generation of environmental technologies with global
applications.iv
Caterpillar and Environmental Sustainability
Caterpillar recognizes the value of sustainability and has
worked to integrate sustainability into their business
operations by promoting environmental stewardship, social
responsibility and efficient economic growth.
In China, these enterprise-level contributions are significant.
However, greater potential impacts are possible through
contributing innovative business models and processes, as
mentioned above (see: Introduction of Innovative Concept).
For example, Caterpillar’s facilities in China have achieved
significant results in emissions reduction, energy saving and
waste reduction, including:
• Wuxi facility: Reduced total phosphate emissions by 30
kilograms per year, and VOC emissions by around 8.4
metric tons in 2013
• Suzhou facility: A natural gas conservation project
launched in 2012 saved 116,000 cubic meters of natural
gas in eight months and was recognized as a role model
for saving energy in the Suzhou Industrial Park
• Over the last three years, Caterpillar’s Shanghai reman
facility has saved 13,000 tons of CO2 emissions and
7 million kWh of electricity. Compared with new
production, reman can save 50 percent in costs, 60
percent in energy and 70 percent in materials
Operational energy intensity by 28%
since 2006
… and achieved 90.6%
enterprise recycling rate in 2014
Figure 21: Social Impact—Sustainable Development Integration
• Reduce operational costs and
organzational complexity
• Build stakeholder acceptance
• Reduce pollutants and
contamination
• Save natural resources
Environment
impact
Business
impact
Better social
impact-sustainable
development
Caterpillar’s global operations reduce:
38%
34%
Greenhouse gas emissions
intensity by
Water consumption
intensity by
Environmental Performance
25. 21
By viewing their role in China through the development prism, global enterprises have made significant
contributions to China’s development in the “impact areas” discussed in this chapter. Going forward, as China
develops in the “new normal" period, global enterprises continue to have a positive role to play in supporting
China’s development in a wide range of areas for sustainable development. What’s more, as more and more
Chinese companies strive to become global enterprises themselves, they can learn from the experience of
established global enterprises—from their success not only in China but also in global markets.
Shanxi Liheng Steel Co., Ltd. avoided over
300,000 metric tons of CO2 emissions per year,
roughly equal to removing 55,000 cars from the
roads each year, through use of Solar Turbines’
CHP system.
Equally important, Caterpillar has helped many of its Chinese
customers make improvements in sustainability. Shanxi
Liheng Steel Co., Ltd. (Liheng Steel), one of Caterpillar
subsidiary Solar Turbines’ customers, received a Certificate
of Avoided GHG Emissions from the U.S. Environmental
Protection Agency for its achievement in reducing carbon
emissions through its combined heat and power (CHP)
system. The company has used specialized gas turbine
generator sets to burn the coke oven gas that is a byproduct
of steel making. The process reduces the coke oven gas
being released into the atmosphere while at the same time
producing electricity.
Saved raw materials (t)
Saved energy (tce)
Saved water (t)
CO2 emission reduction (t)
8,000
6,000
4,000
2,000
2012 2013 2014
0
Figure 22: Remanufacturing Resource Savings—Caterpillar Shanghai Facility
300,000metric tons
26. 22 Chapter 3
Developing strong companies and integrating them in
the global economy has been among China’s national
priorities for decades. In the current “new normal” stage of
development, developing strong companies is more vital than
ever, as China works to move its industries up the value chain
and to rebalance its economy so it is more sustainable. This
chapter discusses how the experience of global enterprises
in China is relevant to the growing number of Chinese
companies that are now going global themselves.
With China’s economic growth momentum, strategic policy
support and competitive advantages in certain industries,
many Chinese companies, including State-owned enterprises
(SOEs), have grown to sizes rivaling or surpassing top firms
around the world. Chinese-headquartered companies on
Fortune’s Global 500 list have risen from 12 in 2001, to 98
in 2015 (second only to the U.S., with 128 companiesv
).
Chinese companies have meanwhile developed operations
and a presence all over the world. However, big does not
necessarily mean effective or efficient. And having an
international presence does not mean they are truly global.
While there are excellent examples of Chinese companies
already succeeding globally, on the whole they still face many
challenges and obstacles on the path to global success.
While some Chinese firms have been able to apply
competitive China-specific advantages such as cost
innovation and manufacturing strengths to succeed globally,
many struggle due to limited customer and stakeholder
knowledge abroad, low brand recognition and a lack
of global management experience and related systems.
However, as more and more expand internationally, they
can overcome these challenges, including by leveraging
the experience and approaches of global enterprises. The
report highlights below five areas where global enterprises
excel, and the implications for Chinese companies as they
transform to become truly global.
Becoming Global with China
22
China’s overseas investments in the development-
critical industries of construction, manufacturing,
energy and resources extraction have seen impressive
growth over the past decade—and provide a useful
focal point for discussion. Chinese companies in these
sectors entered the global market as a result of both
market drivers pushing firms to expand abroad and
government policies guiding and supporting such
activities. The new One Belt, One Road (Belt and Road)
Initiative is an example of a government initiative that
supports Chinese companies to expand internationally
in these industries. The new Asian Infrastructure
Investment Bank (AIIB) will meanwhile help supply $100
billion in capital for infrastructure projects, and the
Chinese Government has also dedicated $40 billion for
the Silk Road Fund to develop infrastructure projects.
Such investments will create myriad opportunities for
business.
Key considerations
for going global
Understand and align with local stakeholders
Innovate and integrate globally
Adopt a long-term view of building intangible assets
Adopt a global perspective
Develop strong culture and human resource systems
27. 23
Global enterprises succeed in different markets by
understanding and systematically engaging local regulatory,
government, business, general public and other stakeholders.
They align their business strategy and operations with national
development priorities and local stakeholder expectations.
They work to develop partnerships with local stakeholders
with shared benefits and to introduce the positive impacts
they are making to local audiences. They engage their local
partners as advocates to enhance their acceptability—while
continuously mapping and building relationships with the
stakeholders that are essential for business success and
acceptance of a social license to operate. These approaches
help global firms stand out as trusted partners in the
economic development process and as responsible and
productive members of local communities.
This approach has worked well for global enterprises in
China. As discussed in Chapter 2, Caterpillar’s extensive
network of local dealers is widely considered one of the
company’s greatest assets for understanding and reaching its
local stakeholders.
For example, while Chinese companies are participating
in overseas construction projects, they may face different
situations than in China, where it is common for a
construction project to be subcontracted among many
different individual subcontractors. When it comes to
overseas projects, Chinese companies need to compete with
bidders from other countries. In these circumstances, the
brand and the local connections the bidders have will make a
major difference in securing the project.
In Caterpillar’s case, its partnership with dealers and
collaboration with suppliers consistently developed over
the past 20 years are one of the company’s greatest assets
for understanding local markets and providing customers
suitable products and services.
Changing perceptions and behavior
through communication and education
The initial selling prices of Caterpillar products
are higher than many other brands, which can be
a barrier for customers. However the total costs
of ownership and operation can be significantly
lower when product reliability, component
availability, dealer support, value of second-hand
equipment and other factors are considered.
Caterpillar has invested much time and effort into
helping customers understand the benefits of this
perspective. For example, Caterpillar developed
a Value Estimating Tool that dealers use to help
customers and industry calculate the total costs
of ownership over entire product lifecycles.
With customers becoming more sophisticated
and the industry trending toward sustainable
development, the acceptance of this perspective
is becoming more widespread.
Understand and Align With Local
Stakeholders
28. 24
Global enterprises generally outsource non-core business
activities to service providers or partners around the globe
so that they can focus their in-house efforts in areas that are
either more profitable or that will enable the firm to develop
a competitive advantage. They also create global business
practices through complex, often highly fragmented,
global value chains, which allow them to integrate globally.
Operating as a systematic global value chain enables global
enterprises to leverage relevant local and global expertise
to support their expansion across markets, cultures and
geographies.
Firms like Caterpillar have succeeded globally because they
have developed the institutional frameworks and capacities
that enabe them to operate, innovate and collaborate on a
truly global level.Their China-based operations are one part
of the fully integrated global whole.
As Chinese companies move up the value chain into
innovation-focused, high-technology areas of the global
economy, they will continue to become better integrators
and collaborators with both internal and external partners.
Made in China 2025, for example, will encourage diversity
and partnerships among Chinese firms going global, with
a stated goal of “guiding enterprises to integrate into local
cultures, enhance social responsibility and improve risk
management in foreign investment and operation as well as
localization capacity in the global market.”
Caterpillar’s Global Business Integration
Currently, over 60 percent of Caterpillar’s revenue comes
from outside the United States, its home market, as
Caterpillar has taken many measures to transform itself from
a U.S. company to a global enterprise, including, but not
limited to:
• Streamlined its global supply chains
• Initiated significant cost controls globally
• Brought to market a continuing series of best-in-class
products developed by global teams
• Created the internal culture and management training
necessary to develop a strong, internationally experienced
global team
• Made and integrated strategic acquisitions around the
world to develop a competitive advantage in strategic
industries
• Developed and created a highly-regarded global
dealership network
• Opened numerous facilities and offices in strategic
locations throughout key markets globally
• Leveraged partners and service providers with local and
global expertise
Innovate and Integrate Globally
29. 25
Intangible
Assets
Innovation
Legacy
Business
Relationships
Experience
Knowledge
Intellectual
Property
Brands
Culture
Talent
&
Building intangible assets takes time, is costly and does
not always provide immediate benefits, particularly in the
industries discussed in this report. Yet, intangible assets
are essential to the success of global enterprises aiming to
prosper over the long-term. Indeed, these intangible assets
can provide a major area of strategic differentiation and
value on both a global and local level. Chinese firms need
to develop these assets by adapting a long-term view of
their global operations. This may involve partnering with
specialist global professional services firms, where necessary,
to develop relevant in-house capacities.
Figure 23: Intangible Assets
Distribution networks are an example of intangible assets
that are especially critical to an enterprise’s success in
overseas markets. In addition to driving sales, these networks
can provide important local knowledge, pathways to
developing trust and a more nuanced understanding of
and access to important stakeholders. Developing strong
distribution networks can be one key to success for Chinese
companies seeking to go abroad in line with the One Belt,
One Road (Belt and Road) Initiative.
Caterpillar executives often refer to their robust network
of dealers as a valuable asset that has taken decades to
fully cultivate. At the root of the unique relationship that
Caterpillar has with its dealers is a mutual respect and
trust arising from a truly balanced partnership. Caterpillar
is dependent on its dealers for sales and servicing its
products, while the dealers are dependent on Caterpillar for
products and technology to win customers. This relationship
has developed because both parties have invested in the
relationship over the long-term, adopting similar value
systems and upholding a sense of responsibility that benefits
both. This type of asset cannot be easily replicated, and few
companies in existence today, global or local, are able to
sustain such a strategy.
With brands and reputational assets, world-leading
environmental and social stewardship are also paramount
for global success—especially in industries where companies
face challenges to maintain local stakeholder acceptance.
The Belt and Road Initiative covers 63 percent of
the world’s population, accounting for 30 percent
of the global economy. The initiative brings about
an unprecedented broad market for manufacturing
industries with regional infrastructure upgrading,
connection and communication. However, this initiative
also requires local contractors to enhance their
overall asset management capacities, safety and work
efficiency and sustainable development as well as to
create win-win opportunities. This is vital, for example,
in constructing large-scale, complex and sustainable
engineering projects with international cooperation.
Adopt a Long-term View of
Building Intangible Assets
30. 26
Adopt a Global Perspective
Chinese companies going global must become “global”
companies, not simply “Chinese” companies with
international operations. Becoming global requires the
development of a global perspective, the ability to think
across disciplines, geographies and cultures—while seeing a
larger global picture that is greater than the sum of its parts.
This kind of viewpoint on global business operations enables
firms to succeed in the fast-paced global business arena. It
is important to know how to act on that perspective, how
to leverage global market dynamics and adapt sufficiently to
local market conditions.
This dynamic market perspective enables firms to build
out successful local operations into dynamic global value
chains. A global perspective provides advantages in building
stakeholder acceptance, finding and retaining key staff and
partners and in developing international brand value and
reputation. A key approach to making this credible—in
addition to acting like a global company—is to develop and
share global thought-leadership on topics that resonate with
audiences around the world. Having a global perspective also
means recognizing the importance and influence of different
cultures around the world—and being effective in cross-
cultural situations.
Caterpillar, for example, has adapted and stayed on top of
various market developments in an effort to maintain its
global leadership position. Today, recognizing the significant
changes in the market place, Caterpillar is focusing on
creating innovative solutions that will enable the company to
succeed in the 21st
century. As Caterpillar Chairman and CEO
Doug Oberhelman noted, “We’re investing in companies that
think and act differently than we do. That’s intentional and
it’s new for Caterpillar. We are trying to disrupt ourselves in
our own way, before others can disrupt us.”
There are expanding opportunities for global companies
to partner with Chinese companies in other regions. The
energy and resources sector are obvious examples—
in these sectors, global companies are forming JVs,
investment-partnerships and other joint projects with
China’s energy companies in Africa, North America,
the Middle East and other parts of the world. In many
instances, these Chinese companies are transforming into
global enterprises themselves.
31. 27
Develop Strong Culture and
Human Resource Systems
Strong culture, specifically shared values, attitudes, principles,
standards and beliefs, enable an organization to expand
globally. In fact, effective culture can account for 20-30
percent of the differential in corporate performance when
compared with “culturally unremarkable” competitors.
Companies with strong culture have better operational,
financial, social, environmental and other performance.
Global enterprises have succeeded on a global scale, in part,
because they develop strong cultural principles, which can be
applied to different scenarios in different countries. Strong
culture provides a company with the DNA that enables it to
sustain growth in an ever evolving and increasingly complex
global economy. For global enterprises with publically traded
stocks and accompanying high demands for solid financial
performance, culture is what enables the balancing of short-
term demands with long-term vision.
Additionally, global firms are successful in many different
markets because they employ dynamic human resource
management systems to attract, develop and retain top
global as well as local talent. At the global scale, many
global enterprises have a designated HR unit specifically to
coordinate international HR policies and concentrate some
tasks in shared service centers to provide standard HR services
for all locations. At the local level, global enterprises tailor HR
measures to local conditions and empowering local leaders,
enabling them to succeed and adapt to different operating
and regulatory environments. Some successful global
enterprises utilize a non-hierarchical, localized management
structure that enables them to be more dynamic and capable
in specific local markets. They also provide incentives for their
employees that reflect individual performance, and factor in
local cultural norms and sensitivities. As Chinese companies
go global, they will have to move away from centralized
management structures to adapt to more dynamic and
adaptable structures that suit a wide range of local market
conditions and cultures.
Caterpillar’s Corporate Culture and
Management Systems
Caterpillar’s global success benefited greatly from its strong
corporate culture. It has developed a mature and thorough
management system for enterprise culture. For instance,
all the leaders of Caterpillar are required to participate in a
number of trainings throughout the year. All employees are
required to annually review the Worldwide Code of Conduct,
a set of standards dating back to 1974, which define what
behaviors are prohibited and what behaviors are encouraged
at Caterpillar.
Building a strong local talent pipeline is set as a key part of
Caterpillar’s strategy in China. Approximately 80 percent
of the leaders of Caterpillar in China are local Chinese, and
28 out of the 29 manufacturing facilities are led by home-
grown Chinese talent. This localized management helps
Caterpillar better understand and serve its employees, local
industries, markets, customers and communities. At the
same time, Caterpillar also recognizes the need to integrate
international talent in its operations in China for the purpose
of diversity of culture and ideas. The company utilizes global
HR systems that are adapted as appropriate to local market
requirements—to enable it to attract, develop and retain the
optimal mix of talent.
Employee attrition rate in China
Percentage of foreign employees in China
Longest facility safety record—days
without injury in China
Percentage of local leaders in
manufacturing facilities in China
Percentage of employees with
college diploma or above in China
Figure 25: Caterpillar’s Talent Management, Safety and
Development Indicators
Figure 24: Caterpillar’s “Vision 2020”
Wedeliversuperiorreturnsthroughthecycles.
Weattractanddevelopthebesttalent.
We take pride in helping our customers succeed.
C U S T O M E R S
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VISION
2020
OUR VALUES IN ACTION
STRATEGIC GOALS
OPERATING PRINCIPLES
32. 28
As Chinese firms look to enter the global market, global
enterprises can serve as important role models and partners.
Chinese companies are expanding abroad not just for the
sake of reaching foreign markets (which many have been
doing for some time), but also in order to integrate global
management expertise, access advanced technologies,
build global R&D capabilities and acquire or build globally
recognized brands. Initiatives like the Belt and Road will
help Chinese companies develop new capabilities abroad.
Moreover, partnering with successful global enterprises like
Caterpillar can offer Chinese companies valuable resources
and partnership opportunities as they continue to expand
internationally.
Going forward, global enterprises of all origins will continue
supporting the sustainable development of the global
economy. Working together with governments, civil society
and other stakeholders, global enterprises will continue
playing important roles in addressing existing and new
developmental challenges in China and around the world.
This report’s final chapter discusses the future outlook for
China’s development, some of the key dynamics that global
enterprises will need to navigate and how they will continue
positively impacting China’s economic development in the
decades to come.
Global Partners for Progress
33. 29Chapter 4 29
Figure 27: Ratio of Working-age Population to
Old-age Dependency in China
Source: Deloitte, 2014
Millions Ratio
Forecast
Working-age population (LHS) Old-age dependency ratio (RHS)
1,050
1,000
950
900
850
800
750
30
25
20
15
10
5
0
2000 2005 2010 2015 2020 2025 2030
Now, China is entering a new stage of an attempted
transformation of its development mode—as the country
adapts to a “new normal” of lower speed but better-quality,
more sustainable economic growth. Global enterprises need
to refine their understanding of the spectrum of challenges
and opportunities that China faces, in order to find their own
place and to be part of the solution.
To drive an economic transition and transformation, the
Chinese government has formulated and is implementing
several complementary economic strategies. This includes
the Belt and Road Initiative, the Coordinated Development
of Beijing, Tianjin and Hebei and the Yangtze River Economic
Belt. It also includes efforts to drive State-owned enterprises
(SOE) reform, decentralization of administrative approvals,
In the Decades to Come
So what will China look like in decades to come? This report
will not provide a comprehensive overview—but here are
some key dynamics for the scenario where China continues
to develop stably along the path it is currently on—in line
with Party/government plans.
Demographic shifts: China will be more urbanized. By
2025, China will have over 200 cities with a population over
1 million. Europe has only 35 such cities today. By 2030, 300
to 400 million more people will move into China’s cities, requiring
an investment of between 41 and 75 trillion RMB.vi
The urban
population in 2035 will reach one billion (71 percent)—up
from 763 million (56 percent) today. China will have an older
population with a much lower percentage of working age
people (leading to labor shortages and rising wages) (see
Figure 26 and Figure 27vii
).
Figure 26: Projected Percentage of Population
Age 60 and Over
Source: World Bank, China 2030
500
450
400
350
300
250
200
150
100
50
0
35
30
25
20
15
10
5
0
1950 1960 1970 1980 1990 2000 2010 2020 2030 2040 2050
Population(millions)
Population age 60 and over % of total population
Percent
the development of free trade zones (FTA), “connecting
into” the global value chain, tax and financial reforms, the
Internet+ action plan, Made in China 2025, as well as a
series of new measures in promoting industrial cooperation.
The combined impact will be greater market and innovation
dividends as China achieves higher quality and more
sustainable development in the future.
To further understand China’s future development and the
role that global enterprises can and will be expected to play
in the coming decades, we need to envisage how China will
develop. We can utilize the prism of Chinese development
from a longer-term perspective to anticipate the nature of
the Chinese economy, society and environment—for example
in 2030 or 2050.
China’s Future Landscape
34. 30
Economic shifts: China will be wealthier. By 2025 China
is expected to have doubled the size of its middle class—and
will very likely be the world’s largest economy. With wages
constituting a larger share of GDP, wealthier Chinese will
consume more and have a much wider range of tastes and
preferences—even if they are still not as wealthy per capita
as Americans or Europeans. They will also be more focused
on life quality and have a more global outlook—informed for
many by more experience travelling and living abroad and
more awareness of environmental quality.
China will be more connected. Currently, there is still vast
potential for development in China’s interior regions, with
an underserved potential market of 720 million people and
a combined $3.15 billion GDP, roughly equivalent to Africa
or Latin America.viii
China’s interior will also be where the
majority of the new megacities will arise. With a wealth
of natural resources and favorable terms on non-capital
factors of production, global enterprises are eager to access
this potential. China is already expanding infrastructure to
connect the interior with the coast, making it easier and
more profitable to transfer energy and products to China’s
coast and the world beyond.
China will be more innovative—with stronger capacity for
novel technology innovation—as well as organizational and
business model innovation. It remains to be seen however
how fast China can reach the technology frontier, if at all in
certain areas, given the lead currently enjoyed by advanced
economies and the challenges it faces to develop innovation
capabilities across the economy.
China will be more rules-based—with stronger emphasis
on the “rule of law” and more narrowly defined role for
government.
Industrial shifts: While much attention has focused
on the promise of information technology, biotechnology
and other new industries for future economic growth, it is
important to remember that the construction, manufacturing
and energy industries still form the bedrock of significant
economic activity in developed economies. The U.S.,
Germany and Japan, three of the world’s most developed
economies, are also still three of the world’s most advanced
manufacturers. The focus will shift from labor-intensive, low-
value added manufacturing to higher-value added, more
innovative and services-driven manufacturing operations.
Moreover, these industries make outsized contributions to
commerce, research and development and productivity,
comprising large portions of trade and exports. Going
forward, China will likely provide a growing share of the
world’s production in machinery and manufactured goods
(see Figure 28ix
), as it seeks to transform itself “from a
manufacturing giant into a world manufacturing power”
through the Made in China 2025 plan.x
% of world output
China U.S. Germany France Japan South Korea
Forecast
45
40
35
30
25
20
15
10
5
0
2000 2004 2008 2012 2016 2020 2024 2028 2032
Figure 28: Global Share in Machinery and Engineering Goods
Source: Deloitte, 2014
International shifts: China will be even more integrated
in the global economy—with Chinese companies expanding
globally and China playing a larger role in relevant
international organizations. China will continue to welcome
foreign investment and global enterprises on a discerning
and targeted basis (favoring “technology partners” for
example). China will also ensure continuing—and potentially
even expanded in some areas—market access in return for
Chinese companies having access to global markets and to
achieve its development goals. In the most recent guideline
issued by the State Council for the reform of SOEs, for
example, non-state capital was introduced into the energy,
railway, telecommunication, resource development and
public service sectors.
There is in fact continuing and renewed emphasis on the
benefits of “openness” and “global integration” in China
today—for example in relation to innovation and the
importance of being integrated in the global innovation
ecosystem where the ability to collaborate, partner and share
in fast evolving combinations of actors is key.
All these shifts bode well for global enterprises in China—
even if they may face more direct competition from Chinese
players moving up the value chain and becoming global
enterprises themselves.
35. 31
How Global Enterprises Will
Contribute in Future China
The impacts of global enterprises will continue to be
substantial, not just for China’s domestic development,
but also for the country’s growing international influence,
through partnerships with China and Chinese firms around
the globe. Below the report highlights some of these
projected impacts.
Urbanization, Infrastructure & Energy
Global enterprises will support China’s urbanization in myriad
ways—including by enabling smart cities and supplying
products and services to build relevant infrastructure. By
2020 China will build 43,000 km of expressways and 70 new
airports.xi
By 2025, it will need to build five billion square
meters of roadways and 170 mass transit systems, and
40 billion square meters of floor space in five million new
buildings. Between 700 and 900 gigawatts of new electrical
generation capacity will be needed to power and sustain this
development,xii
as energy consumption is projected to double
from 2005 to 2050.xiii
Similar to how Caterpillar provided much-needed
technologies to China in the early stages of the opening
and reform of the late 20th
century, global enterprises will
continue to do the same in other emerging economies
around the world during the 21st
century. Chinese-originating
global enterprises will be key partners in this regard, bringing
their own years of experience building China’s infrastructure
and applying the newly-gained insights of a development
prism.
Global enterprises originating in other regions will play a key
role in meeting China’s growing need for a larger and more
diversified energy supply—as reliance on energy imports
continues to rise. This will include energy projects in China
as well as increasing collaboration with Chinese energy
companies around the world.
Economic Restructuring
Management
Systems & Culture
Innovation & New
Strategic Industries
Global Trade
Global Environmental
Harmony
Urbanization & Infastructure
Energy
Developing China’s
Interior
Figure 29: Future Impact Areas for Global Enterprises in China