Recently, an article circulated on the Internet is very popular. Although the editor does not fully agree with the truth about India's catching up with China, it can be regarded as providing some new perspectives for showing it to everyone.

The Chinese have risen by working hard and catching up with the world's technology giants. But when the Chinese thought they were about to catch up with the international advanced level, and looked at the Indians who were being thrown farther and farther behind with complacency, they suddenly discovered that:

One by one, the world's technology giants chased by China were directly "taken over" by Indians-Indians became the CEOs (CEOs) and other executives of these international technology giants.

(One)

Will "India Management" become a secret weapon beyond China?

I have written a lot of articles about India on the Internet, and the conclusions in the article are based on my personal business experience in India for 15 years and the first-hand information collected in India for the past 3 years.. Judging from the incredible "Indian price" and "Indian time" alone, it is almost impossible for India to compete with China.In this regard, I personally feel more and more relieved.

but,Another factor makes me more and more worried, which is even more incredible"Indian Management".

If it is said that in terms of manufacturing and work efficiency, China has already surpassed India by one hundred and eighty thousand miles, while in terms of management capabilities, Indians have surpassed the Chinese by XNUMX miles.

If India has a chance to surpass China, the point of opportunity lies in management capabilities.The reason for this is not only because the matter itself is important, but also because the Chinese people still have no idea where they will lose.

The real danger does not come from any real crisis, but from a challenge that is simply unconscious.

(two)

The number of Indian international CEOs is incredible

Google CEO Sundar Pichai (Sundar Pichai)

Microsoft CEO Satya Nadella (Satya Nadella)

Faces of Indians in the Fortune 500

Among the Fortune 500 companies in the United States, there are 75 foreign CEOs, of which 10 are of Indian origin. 9 people of British origin (nationality). Other people from other countries including Canada, Australia, Brazil, Turkey, etc. serve as CEOs.

Hong Kong Chinese (Chinese) and Taiwan Chinese (Chinese) each have one place, but mainland Chinese are not on the list.

The key question is: In addition to Google and Microsoft, Motorola, Pepsi, Nokia, SoftBank, Adobe, SanDisk, Unilever, Mastercard, Standard & Poor's... these international giants that are thrilling in the minds of Chinese people, their CEO level The top executive positions were actually taken by the Indians! Arun Sarin, the former CEO of Vodafone Group, the world's largest telecom operator, is also Indian.

I once visited the chief purchasing officer of Comcast, the largest cable TV operator in the United States. He is also Indian. I have seen many investment target companies in Silicon Valley. After meeting, I found that the proportion of Indian founders is so high that I am going crazy.

If only the CEOs of some well-known companies are Indians, it may not be enough to make people feel how incredible and shocking has reached.Of the 13 senior leaders on the Google Board of Directors, 4 are of Indian origin.

A research report published as early as 2005 showed that one-third of Silicon Valley's engineers are of Indian origin, 7% of CEOs in high-tech companies are also from India, and the proportion of Indians among middle and senior managers is higher. Today's ratio is much higher than 10 years ago.

In addition to corporate executives, more and more Indians have also begun to serve as deans of well-known business schools in Europe and the United States.In Chinese people’s minds, the Harvard Business School in the United States is an Ivy League school where children can go in and study, and the tenth dean of the school, Nitin Nohria, who took office in July 2010 until now, is Of Indian origin, he is also the first foreign dean in the 7-year history of Harvard University.

Why does this make Chinese people feel so bad? Dean of the University of Chicago Booth School of Business Sunil Kumar (Sunil Kumar), Indian. Dipak C. Jain, the former dean of the Kellogg School of Business at Northwestern University and the dean of INSEAD from May 2011 to March 5, is also Indian.

In contrast, the number of Chinese people who can obtain management positions in American high-tech companies is not only rare, but they are also retreating across the board. Many people who can go to the United States are highly talented students who graduated from China's top universities (Tsinghua University, Peking University, China University of Science and Technology, etc.), but in the end they can only work as engineers and architects in the United States. It turns out that Silicon Valley is called the world of IC, I means Indian, and C means Chinese.

But now, the alias of Silicon Valley has been called "India Valley".

What drives me crazy is not such a huge gap in management development between China and India, but until now, the entire Chinese community has no idea where they are losing.

The conclusions made by the Chinese society on this issue are even more absurd, just as we feel that the Indians’ concept of time is incredibly poor:

  • Indians have strong language skills-but no matter how strong Indians are, can they be stronger than white Americans? Moreover, in the United States, few Chinese of the second generation of Chinese can even speak Chinese, so will their language skills be worse than that of Indians?

  • The Indians hold together and even exclude the Chinese-this is purely measured by their own minds.

......

The reason can’t be simpler: if you can’t run against your opponent, it means your ability to run is not as good as your opponent; if you can’t beat the opponent, it means your ability to play is not as good as your opponent; if you can’t play football, it means that your football ability is not as good as your opponent... What are things that are not directly related to?

I can’t do management but Indians,The reason is that the Chinese have poor management skills, Do you need to go around so many turns to make excuses?

(three)

How did India's management capabilities come from?

During my tenure as the CEO of ZTE India, I recruited a large number of local Indian employees. At first I found an interesting phenomenon:In the resumes of local Indian employees, in terms of educational experience, they also have an MBA degree regardless of their technical major.

At first, I thought that after the primary election of the human resources department, the talents with double degrees were retained, so it was different. But when I found that one resume after another all had an MBA degree, I felt that there must be an article in it. So I asked the human resources department to show me all the resumes I received. After checking thousands of resumes before and after, I was shocked:You can hardly find a resume without an MBA degree!

how could this be? So I asked local senior staff: Why do all the Indian students in every university study MBA? They only told me that all Indian students are like this. Most people have no idea what the reason is—it has become completely natural.

If a student does not learn an MBA, it will feel incomprehensible in India, just as unthinkable as if they did not learn Chinese in China.MBA is already a required course for all college students in India.Only an older local employee told me how to develop the Indian Institute of Management after independence, especially the history of the Indian Institute of Management.

After India became independent in 1947, it immediately made the development of management capabilities an important part of India's revitalization.

India is a country with too many ethnicities, religions and languages, and the difficulty of management is indeed much greater than in other countries. In 1959, the Indian Planning Commission hired University of California professor George Robbins to assist in the establishment of the All India Management Research Institute.

According to the proposal of Professor Robbins, in 1961, the Indian government established two elite education colleges, located in Kolkata and Ahmedabad, under the unified name of the Indian Institute of Management (IIM), distinguished by the suffixes of different names . Since then, more and more branches of the Indian Institute of Management have been established in different cities, and it has now grown to 20 branches.

India not only has long-term continuous development of professional management schools, but also popularized MBA courses to all professional students in all universities. Among all college graduates in India, studying MBA has become a default mandatory option.

When I heard that Satya Nadella was the CEO of Microsoft, I immediately assumed that he must have also studied MBA. I checked his experience online, and as expected, he obtained a bachelor's degree in electronics and communications engineering from Bangalore University in India, then went to the United States to study for a master's degree in computer science at the University of Wisconsin-Milwaukee (UW-Milwaukee), and later graduated with an MBA from the University of Chicago . As long as you find that any Indian has served as the CEO or CTO (Chief Technology Officer) of a well-known American company, you can check his academic qualifications, and you can basically be sure that 100% have an MBA degree.

Almost all Chinese children play table tennis at school, so you know why the final finals of the world table tennis competition are basically nothing to do with other countries. It is not surprising that a Chinese player who has won the world table tennis championship in an international competition will return to China immediately to participate in a national table tennis competition and be beaten beyond 10 or even 20.

China also has MBA education, but there are mainly two types:

One is the MBA or EMBA classes that "successful people" spend hundreds of thousands of dollars in. In this kind of MBA class, I don’t know what knowledge and skills I can really learn, but what I can know is who I can recognize, what kind of circle I can form, and if I am lucky, I can become a star or something;

The other is undergraduate students who directly enter the business administration major after the college entrance examination. From this it should be clear why the Chinese have been beaten to such a painful level by the Indians in terms of management ability.

(four)

Why do Indians have the best management ability in the world?

The United States, Europe and other countries including China all have MBA education. Why is India's MBA so powerful? The important differences are:In other countries, including China, students majoring in management or business study business as soon as they enter colleges and universities, and higher degrees are also business. This can lead to a serious problem: I don't know much about the expertise of various industries.

However, the Indian MBA is a compulsory course for students in all disciplines.This gives India's MBA a huge advantage that no other country can match:Know both professional and management.The reason is very simple. When a student understands both majors and MBA, even if he is an ordinary researcher, he has huge advantages, especially as a manager. Just take communication skills as an example to illustrate.

Indians are definitely better than others in management not only in English, but also in strong communication skills. One must not simply think that Indians are just "talkative". "Communication skills" and "language skills" seem to be very similar, but in fact there is a huge difference. Chinese companies also talk about communication when conducting management training. What do they say?

Technically speaking, a very important aspect of communication is to be good at listening. How to listen? The management training teacher will write you a "listen" in traditional Chinese characters. Look at how smart our ancestors are, with a king character under the left ear. It means that listening is king. The ten eyes on the right have one heart, that is, when you talk about listening, you have to look at each other and listen wholeheartedly. But how do you write "listening" in simplified Chinese now? On the left is "mouth" and on the right is "jin". It means to let you speak first and see how many "jinliang" you have, and then think about how to clean you up. After listening to the employees in Chinese companies, they all felt: Ah, it’s really good.

However, the reason is simple: In modern society, if you don’t understand technology and profession, you will listen again, even if you have twenty eyes and one mind, can you understand? This type of attacking simplified characters with traditional characters is a typical variant from the management system training in Taiwan. It is a pity that Taiwan is one of the most important sources of the large number of popular business management training in the Mainland.

How can this kind of fortune-telling-style dismantling and meeting-style explanations enable us to understand the true meaning of modern management? Originally only used one person with two eyes, must we find five people and ten eyes to communicate? Will the cost and efficiency of this communication be optimal? Knowing that the Jews are here alone, why do Chinese companies need five people to deal with it? Because someone else can solve all the problems, and people from five different majors in Chinese companies may not be able to cover all related problems.

Jews are also a nation with strong professional and managerial skills. Because of the lack of truly scientific and professional management training, a large number of so-called corporate trainings decorated with Buddhism, Taoism, Chinese traditional culture and even the Book of Changes, fortune-telling, and success studies are flooding the Chinese mainland market.

The first time I went abroad was to South America. In Lima, Peru, I met with people from the international telecommunications giant Telefónica (Telefónica) to discuss the transmission product testing that I was in charge of at the time. I had just started doing international business at the time, and my English ability was basically returned to the teacher. I can only understand a few words occasionally in communication, but I understand one of the most critical words:"Not official", informal.

Combining communication with local sales staff, I understood the huge difference between the short-list bidding system for international telecommunications companies and the bidding system for Chinese projects. From this, I wrote a survey report of more than XNUMX words, which became a historical document that established the formalization of ZTE's international market.

At that time, we didn’t know that the short list system would only be implemented when a new technology appeared. Once the short list was confirmed, there would be no bidding opportunities in the future. Only PO (Order Confirmation Document) was issued to the companies that entered the short list. Closed.

Under this kind of bidding system, you cannot enter such a market by imitating improvements and reducing costs. Even if you put in hard work and ask the other party to test your product, it is just a play, it is "informal" and has no actual commercial value.

Having been in the international market for so many years, why wait for me to go there before I can understand the corresponding problem and get a clear explanation? It turns out that the language skills of those international market developers are very good, but due to insufficient professional skills, they are seriously lacking in communication skills.

In the early stage of expanding into the international market, ZTE recruited thousands of pure language students from the School of Foreign Languages ​​because they did not understand English.But a few years later, these people basically left ZTE, and only a few people who worked hard to learn technical knowledge remained.

One of the most absurd cases is,ZTE spent a lot of money to contact a country’s communications minister. After the meeting, the minister asked: What does your company do and what opportunities can we have for cooperation? But people like ZTE who are purely language learners can't answer anything.

I participated in the recruitment of international marketing personnel in ZTE. There is a student who graduated from a famous foreign language school in China, majoring in English Literature, and passed the eighth level of English major. His English ability is fluent enough to discuss Balzac's literary works smoothly. However, not only did he know nothing about communications, he also didn't have any engineering background, and he returned all the physical chemistry he had learned in middle school to his teachers.

Being proficient in English literature is definitely not a bad thing, and in some cases may even become a weapon for market breakthroughs. But it is hard to believe that after such a person comes in, can they win a contract to sell communication equipment mainly by discussing Balzac's works with customers? This student feels very tasteless.

Did the Chinese lose out to the Indians in management because of their poor language skills? If you have heard the language exchanges of graduates of the China Institute of Foreign Languages, you know that this statement is pure nonsense. As long as Chinese students know what to learn, they will learn any knowledge, including language, to the most extreme level, but the key problem is that they don’t know what to learn to compete with Indian management capabilities.The call for "modern society needs compound talents" has long existed in Chinese academic and educational circles.But the question is how to compound? Until today, the experts, including the appeal, did not really understand it.

People who engage in diplomacy in China are good at foreign languages, but they also seem to lack professional knowledge background, which also causes some problems.

The management ability of Indians is not formed naturally in the long history, but is the result of artificial cultivation after India's independence.

The most important thing for communication is not to listen, but to "understand" after listening. And listening and understanding are only one aspect of communication skills, the more difficult aspect is expression. This is not enough as long as you have language skills.

Chinese people all know Chinese, but how many people are good at expressing in Chinese? If you don't understand your products and technologies, how can you express the advantages of your products? To express these clearly, we must not only understand specific professional technology, but also be good at comparing technical concepts and principles. In addition, we must have a deep understanding and grasp of the market, customer needs, and industry development.

The strong management ability of Indians has not been fully reflected in India, because too many Indians who need to be managed are still low-level workers without modern science and management training. However, when Indian management talents with extraordinary talents go abroad, this ability is supported by high-quality employees from other countries, and they will skyrocket.

The concept of "Chimerica" ​​proposed by the Americans was not accepted by China. However, the "America India" AI (America India) that will naturally form in the future through Indian management, plus artificial intelligence (AI), will To completely get rid of the dependence on ordinary labor in the manufacturing industry, it may bring about a completely different pattern. India alone will not become a threat to China, but if China faces AI+AI (American India+Artificial Intelligence) in the future, the situation is completely different.