Swiss-Chinese Chamber of Commerce: Advisory Board Meeting held at CEIBS Campus

On January 26, 2017. Zurich  the Advisory Board Meeting of the Swiss-Chinese Chamber of Commerc

On January 26, 2017 the annual Advisory Board Meeting of the Swiss-Chinese Chamber of Commerce (SCCC) was held at CEIBS Zurich Campus and included a keynote address by CEIBS Dean Ding Yuan, a review of 2016 and a look ahead to 2017 by SCCC President Felix Sutter, along with discussions that provided invaluable insights from Chinese President Xi Jinping’s state visit to Switzerland and the recently concluded World Economic Forum in Davos.

The CEIBS Zurich Campus is the school’s European base through which it provides training for employees of its alumni companies established, or doing business in, Europe as well as Europeans interested in doing business in China. For the past two years, CEIBS has been deepening its ties with and within the local Swiss business community.

 

It began with the October 2015 acquisition of the Lorange Institute of Business, Zurich, which has now been fully integrated into CEIBS’ wider operations under the name Zurich Institute of Business Education (ZIBE). Then, last May, the city of Zurich was the venue for one of four major forums CEIBS hosted across Europe. A month later, Dean Ding was invited to become a member of the advisory board of the SCCC, whose ranks include representatives from all the major business organisations in Switzerland. ZIBE CEO Philipp Boksberger was also named to the SCCC’s management board at the same time.

Felix M. Sutter, President of the SCCC (center, red tie), partner Risk Assurance Head of Asia Desk at PricewaterhouseCoopers AG, Zurich and Prof. Dr. Yuan Ding, CEIBS Vice President and Dean (left of Mr. Sutter)


CEIBS’ deepening relationships in Switzerland reflect the increasingly strong Sino-Swiss ties seen at the national level. For example, last April CEIBS’ Shanghai Campus was the final stop for Swiss President Johann N. Schneider-Ammann on his three-day official state visit to China. He gave a keynote speech at the CEIBS-hosted Sino-Swiss Innovation Forum that was followed by a networking session for business executives from both countries. As CEIBS President Li Mingjun noted during the event, “CEIBS is truly committed to becoming a bridge for cultural and economic exchange between China and Switzerland.”

President Xi Jinping’s first overseas trip for 2017 was to Switzerland, a move widely interpreted as an indicator of the importance the Chinese government places on its relationship with Switzerland.

Reflections on President Xi’s visit to Switzerland

Xi Jinping’s presence in the 2017 World Economic Forum was unequivocally the highlight of the

Xi Jinping’s presence in the 2017 World Economic Forum was unequivocally the highlight of the prestigious annual gathering in Davos not only for its unprecedentedness as the first Chinese President attended the meeting but also for the message he delivered. In an hour-long speech for the Davos opening plenary, Xi championed the merits of globalisation and exemplified the theme of the 47th WEF annual meeting - Responsive and Responsible leadership. The appeal to Build a Community of Shared Future for Mankind, as translated from the widely used term in Chinese, imbues throughout his speech.

In contrast to most Chinese politicians who are often perceived as inscrutable by the West, Xi exuded an air of friendliness and tranquillity as he started the speech by complimenting the small but beautiful town Davos and humorously coining the WEF meeting as the Schwab-economics. Xi continued in a tone that changed almost homely when he said, “as you know all, in 10 days it would be the Lunar Chinese New Year – the most important festival celebrated by the Chinese people with visits of family, friends and loved ones through which we strengthen our bond and friendship. This time my wife and I, and the member of our Chinese delegation are coming to Davos to pay our respect and send our New Year greetings to Switzerland and the world”.

China is a friend

The intention of the message to the world is obvious: China is a friend! The most important man in China is demonstrating it with the analogy of the most important Chinese festival customs. Such stand makes the headline catching but ever declining momentum of debates such as China -friend or foe, China - opportunity or threat rather obsolete. It is not conflicts of interests which exist in any relationship at institutional and international level that determine a nation as a friend or foe but rather than the willingness to cooperate in solving any conflicts as partners which is what slogan of WEF stands for: committed to improving the state of the world.

On 20th January 2017, the last day of the WEF, Donald Trump was sworn in as the 45th president of the United States. The two leaders of the two most powerful countries in the world share some stunning similarities and stark differences.  Xi’s Chinese Dream and Trump’s Make American Great Again are two slogans with the same vision. People, a word mentioned repeatedly by both leaders in their respective speech, are the crux of this shared vision which aims to inspire people in uniting together and marching forward to restore the greatness of their country.

China's leadership role in global governance

On global and economic issues the two leaders seem to be on the opposite end of the spectrum at the first glance. “No one will emerge as a winner in a trade war”, affirmed by Xi in his speech, a philosophy echoes with the essence of Sun Zi’s supreme Art of war – true victory is to win without fighting. Reality will prove the truth of these words. In any case the even greater challenge remains internal. How can China exercise its leadership role in global governance which the US has traditionally exerted dominance and until very recently an uncharted territory for China? Such a question calls for more than serious discourse by policy makers and academics, and undoubtedly of immense relevance to a top Chinese business school renowned for its education on leadership and for leaders.


In addressing the sluggish global economy, Xi attributed three critical issues as the root cause: the lack of robust driving forces for global growth, inadequate global economic governance and uneven global development. In proposing actions to address these issues, a dynamic and innovation-driven growth model was highlighted as the first measure, with developing a model of open and win-win cooperation underpinned by an inter-connected and well-coordinated approach as the second.

How to take inspiration from XI’s proposed actions

The food for thought for the Zurich Institute of Business Education, CEIBS Zurich campus, is how we can take inspiration from XI’s proposed actions and contribute in this sphere.  

On the topic of innovation, CEIBS Zurich campus is proud to announce that we regularly host Study Tours, which consist mostly of Chinese CEOs and senior executives who are the shakers and movers in China’s business world, on innovation and Industry 4.0 in Europe. These study tours provide participants with insights into not only the cutting-edge theories and ideas but also the invaluable opportunities to experience first hand the practical and operational knowhow with European company visits and industry exchange.

On the theme win-win cooperation, the CEIBS Europe Forum 2016 hosted in four cities Zurich, Munich, Paris and London epitomised the success of an internationally connected and well-coordinated approach. The forum, which was attended by ambassadors, CEIBS deans and leading faculties, European companies, partners, academics and private individuals actively engaged in Sino-European business or affairs, received extraordinary reception from all participants. The Zurich Institute of Business Education, as the newly established European presence of CEIBS, is committed to contributing in making the forum even more successful.

As stated by Dean Prof Ding in one of his interviews in Davos with Swiss TV SRF, “China's attitude toward globalization and free trade issues has attracted the attention of the world”. Indeed, all eyes on China! Xi’s quote of Charles Dickens’ words, “it was the best of times, it was the worst of times’, a contradiction that resonates perfectly with the harmony of the Taoism’s Yin and Yang -opportunities and challenges are to be equally embraced.

 


Philip Boksberger
CEO Zurich Institute of Business Education

 

Industry 4.0 executive requires new learning models transcending the traditional MBA programs.

RECONFIGURABLE EXECUTIVE LEARNING  by Robert Glaze The Fourth Industrial Revolution and Industr

RECONFIGURABLE EXECUTIVE LEARNING  by Robert Glaze

The Fourth Industrial Revolution and Industry 4.0 is based upon a number of new principles one of which will be explored in this article as it also relates to executive learning and knowledge development.

15 years ago I began exploring the seminal Hobart Paper by Sir Douglas Hague titled BEYOND UNIVERSITIES, Douglas was the founder of the Manchester Business School and an innovator and patron of Business Education at Oxford University in the UK. My meetings and discussions with Douglas led rapidly to the realization that business education was in need of serious change and it would be more successful in aligning the university with business and those who studied and analyzed the nature of business, executive learning and how knowledge could be developed to meet the rapidly accelerating digital world that was unfolding.

A number of years ago I started sending my innovative periodic bulletins and commentaries on technology and business to Peter Lorange, who, after successfully building the Swiss University IMD into a significant institution had founded his own revolutionary graduate school of business on the shores of lake Zurich in Switzerland. The Lorange Institute has emerged as a fasting moving and quick adapting prototype of executive learning for Industry 4.0 and the Fourth Industrial Revolution.

One of the principles of the Industry 4.0 emergence is the need for rapid reconfiguration in manufacturing systems, all manner of services platforms and infrastructure and, all supply and distribution chain evolution.

The Industry 4.0 executive is going to require new learning models that transcend the traditional business school executive education and MBA programs. We will need to step “beyond universities” as Douglas would have said.

 

Under the continued influence of Peter Lorange and the innovative leadership of CEO Philipp Boksberger, The Lorange Institute has aligned itself with the China Europe International Business School where the emergence of the world’s fastest growing economy is adopting the Industry 4.0 framework and is aggressively engaging with the technology leadership of European companies and institutions.

As a European leader for global Industry 4.0 and Fourth Industrial Revolution learning, The Lorange Institute is creating a portfolio of innovative executive learning models that are themselves rapidly reconfigurable with non-traditional faculty and both academic and industry leading thinkers on all aspects of the business models for Industry 4.0.

This model of “lifelong learning” that was developed by Peter Lorange and that is now effectively executed by Philipp Boksberger, goes well beyond the “custom or traditional executive education models” available in even the most prestigious international universities.

Rapidly reconfigurable executive learning requires boldness and a keen anticipation of the future. Lean yet intellectually deep and operationally efficient talent is required to develop and manage the continually changing requirements that maintain pace with the rapidly emerging world of Industry 4.0.

As an Associate Fellow, my work at Oxford University is with the Oxford Praxis Forum Research Centre an innovative and somewhat radical exploration of how executives learn. The OPF was seeded by Douglas Hague and since 2012 led by the innovative thinking and sometimes radical approaches of Marshall Young.

In my own company, The Brenva Institute, I provide briefings and tutoring to senior executives globally on the leading and managing of the complexity of the rising Fourth Industrial Revolution and digital convergence.

Today, as member of the executive faculty of The Lorange Institute, I am part of a continually morphing set of approaches to practical and practitioner based learning that engages even throughout the same day innovative seminars, industry engagement and a quest for the next content and knowledge delivery configuration that will be required to support what will be the next great technological and commercial era in the history of civilization.

The world is changing and most of what we assumed was required from business education is passing away.

Almost all business schools and universities are still tied the Third Industrial Revolution models and strategies for business, economics and management education; and their executive education models fare no better.

Douglas Hague challenged the world to think “beyond universities” in 1992.

More recently Peter Lorange has challenged the world that unconventional life long business learning was the key to success.

Invention and innovation always occurs “on the margins” of companies, industries and yes, universities. Rapidly reconfigurable education must also be undertaken more frequently as the changes in technology, business, commerce, economics and politics dictate a new awareness and commitment to continual learning.

Senior executives, their companies and industries who seek to be successful in the transitions and transformations underway need to be a part of these new radical mutations that are redefining the nature of how executives learn, and what innovative and renewing learning approaches will be required to successfully anticipate and manage in the future.

We are entering a new world where economic power and technological leadership will be changing and shifting across continents and oceans. Both globalization and localization will build new global and domestic economic and business models.

Rapidly reconfigurable executive education must be a part of your future individual and executive team’s knowledge strategies as machines become your co-worker and circular ecosystems replace organizations.

Robert Glaze

is a meta-technologist and global senior level practitioner, speaker and executive tutor in the Business of Technology, the Fourth Industrial Revolution and the Digital Convergence.

He calls himself a developer of the concepts of Digital Industrialization,the Digilithic Era, Management in the Digisphere and The Coordination of Complexity.

He has served as a strategic advisor to first pan european broadband networks, first global continent to continent broadband networks, manufacturing, digital services and technology industries CEO’s, COO’s, CTO’s and CISO’s.

Unternehmensführung: es geht um Menschen, nicht Systeme.

von Hüseyin Özdemir Durch meine fast 30-jährige Erfahrung in den Bereichen Führu

von Hüseyin Özdemir

Durch meine fast 30-jährige Erfahrung in den Bereichen Führung, Strategie- und Organisationsentwicklung sowie Coaching, stelle ich als Experte in diesem Bereich immer wieder fest, dass der einzelne Mensch im System zu wenig berücksichtig wird, was fatale Folgen für den Unternehmenserfolg birgt:

Steigende Fluktuation, schlechtere Leistung, Motivationslosigkeit und fehlendes Commitment des einzelnen Mitarbeiters. Oft wird zwar an den Folgen gearbeitet, aber das Hauptproblem wird nicht ausreichend beachtet oder erst, wenn das Kind schon in den Brunnen gefallen ist.

Ich und mein Team, werden genau dann von Firmen engagiert, wenn z.B. aufgrund schlechter Ergebnisse einer Mitarbeiterbefragung oder anderweitiger Probleme, die Herausforderungen für das Unternehmen so gross sind, dass sie es alleine nicht mehr stemmen können.

Die einzelnen Unternehmen haben zuvor schon vielfältige Massnahmen getroffen und Ihren Angestellten unzählige Angebote offeriert; dennoch werden diese entweder nicht angenommen oder es führt nicht zum gewünschten Ziel.

Executive MBA – immer populärer

In fast allen Fällen, kristallisiert sich heraus, dass die Problematik auf die Leadership Ebene zurückzuführen ist. Im BWL Studium werden zukünftigen Führungskräfte kaum oder sehr mangelhaft mit Theorien zu den verschiedenen Führungsmodellen vertraut gemacht, und wie diese umzusetzen und anzuwenden sind, wird gar nicht erst erprobt.

Junge BWL Absolventen werden somit nicht auf Ihre Führungsrolle vorbereit, und dieser Zustand ist im heutigen Zeitalter nicht mehr haltbar. Dies ist mit ein Grund, weshalb Executives MBA`s immer populärer werden.

Es ist ein Irrglaube, dass Führung und Tagesgeschäft einfach so nebeneinander herlaufen können

Erst dort werden die Führungsverantwortlichen mit der Vielschichtigkeit Ihrer Rolle, den gestellten Erwartungen an sie und hilfreichen Instrumenten und praxisnahen Modellen vertraut gemacht, die sie innerhalb dieses Studiums erproben, vertiefen und anwenden können.

Durch eine Feedbackstruktur, Erkennen der eigenen Defizite und das Arbeiten daran, mit Tools und dem Austausch mit weiteren Führungsverantwortlichen aus anderen Unternehmen, werden die angehenden Top Manager in ihrer eigenen Rolle bestärkt.  Dieses neugewonnene Wissen und Können trägt er in sein Unternehmen.

Das ist es, worauf es ankommt: An sich arbeiten und sich weiterentwickeln.


Gute Führung benötigt Zeit und ein klares Rollenverständnis

Die Führung von Menschen ist eine anspruchsvolle Aufgabe. Oft müssen in Unternehmen erst wieder neue Strukturen geschaffen werden, damit die Führungskraft überhaupt, neben dem Alltagsgeschäft, wieder Zeit hat, seine Mitarbeitenden zu führen.

Es ist ein Irrglaube, dass dies nebenherlaufen kann. Nein:  gute Führung benötigt Zeit und ein klares Rollenverständnis. Fehlende Führung oder fehlerhaftes Führungsverhalten wird von den Mitarbeiteten früher oder später, direkt oder indirekt, abgestraft und dies wiederum spiegelt sich langfristig in der ganzen Unternehmenskultur wieder.

Es ist oft ein langer und emotionaler Weg, verlorengegangenes Vertrauen und starre Strukturen, die aufgrund von schlechter Führung über Jahre geprägt worden sind, wieder hin zu einem positiven und offenen Miteinander zu entwickeln.

Um die Executives in Ihrer Rolle und in Ihrer Führung zu unterstützen, haben wir in Kooperation mit dem Lorange Institute of Business Zürich eine aus ähnlichen Angeboten herausragende Ausbildung entwickelt, um die oben genannten Führungsproblematiken anzugehen.

Zielgerichtete und lösungsorientierte Weiterbildung

Die Weiterbildung ist zielgerichtet und lösungsorientiert aufgebaut. Teilnehmer werden befähigt, ihr Führungsverhalten unter vielen Gesichtspunkten zu reflektieren. Dabei versuchen wir, die Existenzberechtigung vieler Wahrheiten zu berücksichtigen und, unter Berücksichtigung des Kontextes, Handlungsoptionen aufzuzeigen.

Organisationen und ihre Kulturen sind komplexe Systeme. Wir begleiten Menschen unter Einbezug der persönlichen, der team- und der organisationalen Ebene. Durch kontinuierliche Selbstentwicklung der Teilnehmer werden deren fachliche und persönliche Fähigkeiten erweitert.

Ich persönlich sehe sowohl diese persönliche Auseinandersetzung mit dem eigenen Führungsverhalten unter Berücksichtigung des organisationalen Kontextes als auch die berufliche und auch persönliche Weiterentwicklung als Erfolgsfaktor für eine gelungene Führungsfunktion.

Zertifikatslehrgang

Systemisches Denken, also unser Selbstverständnis und unsere Haltung, begleitet uns in der Beratungs- und Coachingarbeit. Systemisches Denken und Handeln ist auch der Coaching-Ansatz dieser Weiterbildung: Executive Coaching „Next Level Leadership 2.0“.

Unsere zertifizierten Absolventinnen und Absolventen der Weiterbildung werden befähigt, als interner und externer Coach praxisnah und lösungsorientiert auf Ihre zukünftigen Aufgaben zuzugehen. Durch kontinuierliche Selbstentwicklung der Teilnehmer werden deren fachliche und persönliche Fähigkeiten erweitert.

Innerhalb des Executive Coaching „Next Level Leadership 2.0“ Basics Programm erwerben die Teilnehmerinnen und Teilnehmer wichtige und grundlegende Kompetenzen für die Arbeit als Leading-Coach.

Aufbauend erstreckt sich dann unser Executive Coaching Advanced Programm. Den Schwerpunkt kann die Teilnehmerin bzw. Teilnehmerselbst wählen. Hauptaugenmerk liegt hierbei auf und den immer grösser werdenden Anforderungen als Führungskraft und ihren Herausforderungen, gerade im Zeitalter der Digitalisierung, der Internationalisierung und der Globalisierung.

 

Dr. phil. Hüseyin Özdemir, Dipl.Oec., Geschäftsführer oezpa GmbH. Akademie und Consulting. http://www.oezpa.de

 

 

Programm am Lorange Institute of Business

Unsere Executive Coaching Weiterbildung „Next Level Leadership 2.0“ soll Ihnen bei der Gestaltung dieser Herausforderungen Wegbegleiter sein.

Mehr unter: http://www.lorange.org/de/lernen/partner-programme oder klicken Sie auf den Banner.

How much Growth trough trade with China?

Dear reader I wonder if you are aware that the trade between Switzerland and China accounts for 4% o

Dear reader

I wonder if you are aware that the trade between Switzerland and China accounts for 4% of the annual Swiss GDP. And did you know that the Chinese manufacturing labor costs (2014) were higher than those in Romania? Chinese labor costs rose by an annual average of 17% in 12 years. The old rule of thumb that China is [only] a manufacturer and [only] sells in Europe is not true anymore.

China is an economy that increasingly focuses on services and that is one reason why many Chinese companies are suddenly investing in Europe. There are, however, obstacles for Chinese companies when they are trying to enter other overseas markets. They often need to overcome hurdles such as claims of ideological incompatibility, concerns that they are threats to national security and suggestions of unfair competition.

All these questions formed the background for the CEIBS 2nd Europe Forum on May 20 in Zurich (which was the second of four stops: Munich, Zurich, London and Paris). From early in the morning, some 240 people gathered at UBS’s renowned conference center building located a stone’s throw away from the legendary “Paradeplatz,” the heart of Switzerland’s financial center.

The morning was filled with talks and panel discussions; the afternoon was rounded out with excellent presentations such as the one given by Nicolas Musy. He is the co-founder and President of the Board at Swiss Center Shanghai. He drew on the findings of the Center’s latest survey, which included interesting and surprising insights such as the ones I have mentioned in the first paragraph.


You’ll find a longer summary of the morning sessions on the CEIBS website (including the speeches by H.E. Geng Wenbing, Ambassador Extraordinary and Plenipotentiary, People’s Republic of China to Switzerland, Marie-Gabrielle Ineichen-Fleisch, State Secretary and Director of the State Secretariat for Economic Affairs (SECO) and Prof. Ding Yuan, as well as two panel discussions).

 

In the morning, Prof. Ding Yuan said that the main motives for Chinese companies to go abroad were to obtain resources and skills that they can then use to perform even better in their home market. In the afternoon, the challenges for foreign companies working in China were the subject of four workshops.

The first was on the challenges of working in private and China’s state-owned enterprises. It was presented by John-James Farquharson, Head of Corporate H.R. at Conzzeta AG, Zurich.