"China is a highly complex country. The auto industry is a complex industry. Add these two complexities together, and we'll face a challenge. Ten years ago, we invited a world's foremost consulting company to do a research with us for six months. When it was completed, my boss said, to research the auto industry in China is like playing poker and chess at the same time in a three-dimensional world."

On September 7th, CEIBS invited Mr. Keith Davey, Vice President, Planning & Development, Ford Motor Company (China) to the Executive Forum to share with the audience his insights of career planning and leadership development.

Mr. Davey has been working for Ford for thirty years since 1976. In 1992 he joined the China Task Force as Ford began its long quest in the China market. He witnessed the fast development of the auto industry in China since the opening-up and reformation. " In an economy,  the per capita income measured on the level of Purchasing Power Parity（PPP） bases reaches 6,000 US dollars, that's when the auto purchase goes from immature stage to rapid take-off. The eastern region of China crossed the threshold of $6,000 in 2003. Mr. Davey made a prediction that the central region will pass the 6,000 standard in around 2011 and the western around 2019. Currently, the Vehicle Parc per 1,000 Driving Age Population of China is 15. It is 1,026 in the US and 676 in Japan. The developing countries like Thailand and Brazil also surpasses China, having 147 and 156 vehicle per thousand. This is good news to the auto industry of China to have tremendous space for growth. China's auto sector is in rapid growth phase, following maturity path of other key industries.

Mr. Davey pointed out that 50/50 JV is key mechanism to control market access in the sense that it facilitate technology transfer and ensure development. Now there are more than 120 auto assemblers jointly founded by China Auto Groups and International Groups.

Ford, as a newcomer to the China market, explored its own approach and won a position in the highly competitive industry with GM, VW and other groups already dominating the market. By expanding local manufacturing capability, developing strong, synergistic relationships with local partners, using global vehicle platforms with multiple derivatives to provide full product line-up, developing strong, focused brand identities, expanding strong dealer and service network and integrating China with regional and then global strategies, Ford is achieving a steadily growing market share.

On individual success, Mr. Davey insisted that defining oneself is the primary thing to consider. Every one is unique by individual DNA, personal experiences, interests, different backgrounds, tailored education and what one enjoys daily. We have the opportunity and responsibility to understand and create ourselves. It is important to define one's principles: what is important to you? They are integrity, fairness, recognition of individual worth etc.

To operate in today's world, we need to act locally and think globally. To do so, we need to balance our focus on details (microscope), surroundings (eyeglasses), and broad picture (telescope).

Mr. Davey encouraged us to excel in what we do by finding what we like doing and being the very best. The cycle of continuous improvement comprising four phases: planning, implement, evaluation and improvement can help us to achieve excellence as individuals.

Mr. Davey quoted Colin Powell on leadership, "leadership is the art of accomplishing more than the science of management says is possible." He compared the different understanding of Stand-out leaders in the western and eastern views. He made one impressive observation that we should make and take opportunities to lead.