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From Protein Supplier to Global Biopharma Partner

Nicole CHEN — Mon, 29 Sep 2025 09:51:52 +0000

From Protein Supplier to Global Biopharma Partner Nicole CHEN Mon, 09/29/2025 - 17:51

As China’s domestic market slows and access to capital tightens, many Chinese companies that once focused on building a foothold at home are now looking abroad for new growth drivers. However, unlike those who pursue domestic development before expanding overseas, ACROBiosystems set its sights on international markets from day one, particularly the North American market. ACROBiosystems is a biotechnology company aimed at being a cornerstone of the global biopharmaceutical and healthcare industries by providing essential biological reagents and solutions. In just over a decade, from founding to IPO, the company has built a global presence with offices in 13 regions. Today, overseas revenue accounts for 70% of its total revenue.

Why did ACROBiosystems pursue a global-first strategy from the outset? What has driven its international success? And what lessons can it offer to other Chinese companies eyeing overseas expansion? In this article, CEIBS alumnus Mike Chen Yiding (Global EMBA 2021) – founder, chairman, and CEO of ACROBiosystems – reflects on his journey from ground zero to global reach, sharing insights for fellow pioneers looking to take Chinese innovation to the world.

Upstream Players Must Think Globally

Mike often recalls a moment from ACROBiosystems’ early days: “In those days, we were doing business in the U.S. without a local team. When American clients called, the line would be forwarded to my mobile in China. My English wasn’t very fluent at the time. Sometimes they’d ask to speak to someone with better English, and I had to say, ‘I’m afraid it’s just me. You’re already talking to the best we’ve got.’”

Over a decade later, with a new wave of Chinese companies eyeing overseas expansion, Mike reflects on how he built his company and brought it onto the world stage.

In 1999, Mike was admitted to the biotechnology programme at Shaanxi University of Science and Technology with excellent grades. That was his first time leaving the remote mountain village where he grew up. After graduating in 2003, he moved to Beijing to join Sinocelltech, where he became one of the few professionals in China working on large-scale cell culture process development. He later held roles at Life Technologies and Thermo Fisher Scientific. These early experiences gave him both deep technical expertise and a solid grasp of the industry, laying the groundwork for his entrepreneurial journey.

For the biopharmaceutical industry, 2010 was a watershed year. The U.S. economy was still reeling from the 2008 financial crisis, and its aftershocks rippled across global markets, hitting major pharmaceutical companies particularly hard. With budgets under intense pressure, R&D in small-molecule drug development ground to a halt. Between 2010 and 2012, many pharma giants were forced to downsize, with research teams bearing the brunt of the cuts.

Yet 2010 also marked a turning point in cancer immunotherapy. Until then, the field had received little attention from the broader industry. That changed when Bristol Myers Squibb (BMS) announced promising clinical trial results for its PD-1 antibody therapy, generating a wave of excitement. In the aftermath, several companies, including Merck, ramped up investment in immunotherapy research, setting the stage for a new era of breakthroughs.

Sensing this shift in momentum, and encouraged by friends, Mike decided to leave his well-paid position at Thermo Fisher Scientific. Drawing on the technical expertise and industry insights he gained from the three previous roles, he teamed up with two partners to start a small company: ACROBiosystems Consulting Co., Ltd. The startup had humble resources – a registered capital of only RMB 30,000, a modest 20-square-metre office, and little more than a few second-hand laboratory instruments. But this shabby beginning marked the birth of today’s publicly listed ACROBiosystems.

As immunotherapy research gathered pace, demand for high-quality reagents surged, catching much of the industry off guard. Most suppliers, large and small, were unprepared to meet the needs of this rapidly expanding market. For a small and agile newcomer like ACROBiosystems, however, the sudden boom helped level the playing field. Globally, leading upstream biotech suppliers in this segment were already generating over half of their revenue from North America. Europe and the Asia-Pacific region (excluding China) contributed between 30% and 40%, while China’s revenue share varied widely, from 10% to 15%, depending on the company.

ACROBiosystems positioned itself as an upstream player in this evolving landscape. It supplies essential reagents and services, primarily recombinant proteins, to support the research, development, and manufacturing of biologics. From the outset, Mike believed that upstream biotech companies should compete on a global stage. Just one year after its founding, ACROBiosystems set up its first subsidiary in the U.S.

In its early years, ACROBiosystems grappled with limited funding and a lean team. The biotech sector is known for its heavy R&D investment and long payback cycles – factors that made investors cautious at the time. To stay afloat, the founding team tapped into multiple funding sources. Then, in April 2011, the company landed its first order – a critical milestone that validated their direction. Over the years, ACROBiosystems steadily expanded its global footprint. In 2018, it opened an innovation lab in the U.S., followed by a new subsidiary in Switzerland in 2022. Today, international markets account for around 70% of the company’s revenue.

Quality Always Comes First

In its early days, ACROBiosystems focused on contract research services, using its technical strengths to generate stable cash flow. As project volumes grew, so did the size of the team and the company’s revenue. But the contract research model had its limits. It was heavily constrained by funding and staffing.

To move beyond those boundaries, ACROBiosystems began developing its own products while continuing to provide R&D services. Over time, it built a growing product catalogue and started gaining brand recognition in the North American market.

For Mike, global expansion begins with clear product and brand positioning. ACROBiosystems serves pharmaceutical companies, where strict regulatory requirements and long drug development cycles make quality absolutely critical. That’s why, from day one, the company has prioritised one core principle: a relentless focus on delivering high-quality products.

From the outset, Mike positioned ACROBiosystems as a global company. Wherever it operated, the company steered clear of emphasising its local identity, choosing instead to project an international image.

“In the early days, many clients didn’t even know where we were from. But once they saw the quality of our products and services, it simply didn’t matter.”

Mike emphasises that branding and overseas expansion certainly matter. They can affect how quickly success comes. But in the end, it’s the product that makes or breaks a business. If the quality isn’t there or the market positioning is off, no amount of branding or marketing can compensate for it.

Another core priority is identifying the right customer segment. From the beginning, ACROBiosystems focused on a clearly defined group: scientists working on early-stage drug discovery and development in the lab. Mike explains, “We stay on top of the latest scientific advances and pharmaceutical trends. Whenever a new target or drug modality emerges, we aim to respond immediately.” He points out that many scientists are not fully aware of all the suppliers in the market – they typically rely on Google to search for the products they need. That’s why digital marketing plays such a critical role. By investing in SEO and using platforms like Google to enhance online visibility, the company ensures that its products are easily discoverable by its core audience.

A robust supply chain has been critical to ACROBiosystems’ international success. In its early years, the company operated a large laboratory in the U.S., which enabled it to respond quickly to technical enquiries from customers. Today, it has four global warehousing centres, with 97% of orders delivered within three days. According to Mike, many major pharmaceutical companies, such as Novartis and Johnson & Johnson, initially discovered ACROBiosystems through Google and began by trying its products. If the initial experience is positive, word tends to spread internally.

“For instance, if a team in North America starts using our products and is satisfied, their colleagues in Switzerland might adopt them next. As customers advance into later stages of drug development, they begin looking beyond technical specs. A supplier’s overall reliability then becomes critical. At that point, they also assess a supplier’s quality management systems, logistics infrastructure, and technical support.”

Strong technical support and sophisticated service are essential to building lasting customer relationships. When working with a new product, even experienced scientists can encounter application challenges or feel uncertain about where to start. To help customers succeed, ACROBiosystems conducts extensive experimental validation before launching any product and provides detailed data sheets and usage protocols to guide proper application. Over time, this ongoing interaction, supported by clear and responsive communication, helps foster trust and long-term partnerships.

“We focus on products that are in high demand but underserved in the market, and put serious effort into perfecting those with real potential,” says Mike. ACROBiosystems prioritises the development of widely applicable products with broad market relevance – solutions that most companies need but few suppliers do well. This approach accelerates customer acquisition and boosts conversion rates by offering product samples to encourage trial and adoption.

Clarifying the Purpose of Going Global

In 2015, China kicked off a major reform of its drug review and approval system. Supported by policy tailwinds and a buoyant capital market, the country’s biotech industry entered a phase of rapid, innovation-driven growth, marking a key inflection point for the sector. Against this backdrop, having already gained a foothold and built brand recognition in the U.S., ACROBiosystems began shifting its focus back to the domestic market.

By 2021, after eleven years of relentless effort, Mike led ACROBiosystems to a successful IPO on the ChiNext board of the Shenzhen Stock Exchange. With the company now publicly listed and its position in China and the U.S. more firmly established, Mike turned his sights to Europe. Although the company already had a presence there, it lacked a dedicated local team. This gap led Mike to reflect on how best to prepare for the next phase of global expansion.

“What mattered most to me was finding a programme with strong European ties – and in China, CEIBS was clearly the top choice,” Mike recalls. At the time, he was hoping to take stock of more than a decade of hands-on experience and sharpen his grasp of business and management.

For Mike, joining CEIBS wasn’t just about sharpening his business skills – it was about gaining clarity. The programme gave him the language and frameworks to make sense of decisions he had once made on instinct. “It helps me step back and see the logic behind choices I’ve made in the past – some right, some wrong – and think more systematically about how to do better,” he says. The experience also opened new doors. Through conversations with classmates and professors, Mike broadened his perspective and built lasting connections. “The biggest gain is joining a network of tens of thousands of CEIBS alumni. I’ve met so many driven, curious people who are still pushing themselves forward. It makes me feel more connected to the world.”

Mike believed the GEMBA programme offered a firsthand view into different cultures and perspectives – a vital asset for any business with global ambitions. Interacting with classmates from across countries and regions gave him a deeper understanding of cultural differences. “In class and outside of it, I had the chance to observe how people from different backgrounds approach problems and express ideas,” he recalls. What stood out to him most wasn’t the difference, but the common ground: while approaches may vary across cultures, the underlying logic of business decision-making was often surprisingly consistent.

His favourite courses were Strategic Management, Leadership, and ESG (Environmental, Social and Governance), all of which had a tangible impact on his company’s business development and team management.

“I shared what I learned with my team and translated it into practices that worked for us. After all, business success ultimately depends on team success, and leadership development is one of the keys to building a strong team.”

Mike notes that after decades of reform and opening-up – particularly following China’s entry into the WTO – domestic companies have significantly improved in both product quality and technological capability, giving them the confidence to compete globally. At the same time, with intensifying domestic competition and limited growth potential at home, expanding into international markets has become a strategic imperative.

In Mike’s view, expanding overseas is far more complex than starting a business from the ground up. It’s not just about breaking into new sales markets; it also means building global operations and establishing robust governance. His advice to companies looking abroad? Start by getting crystal clear on which markets you’re targeting. The U.S., Europe, South America, and Southeast Asia each have distinct dynamics, so in-depth research into local demand is essential. Ultimately, business is about creating value. Companies must understand what their target markets need and where potential outside investment may come from. This is especially critical for pharmaceutical and medical device firms, which must navigate local regulations, including clinical trial requirements. “If your resources are limited, finding the right local partners is a smart move,” he says.

When it comes to going global, Mike says the first step is simple: know exactly where you’re headed. From there, he suggests thinking through three key questions. First, do you truly understand your customers and the market? That means knowing their pain points, how they behave, and what the competitive landscape looks like. Second, do you know how to reach those customers? You’ll need to find the right channels to communicate your product’s value. And third, can you deliver? That’s not just about logistics; it also means understanding local customs rules and regulatory requirements that could affect fulfilment.

When entering a new market, companies need to decide whether to operate independently or partner with local players. That choice largely depends on local conditions and the market’s openness to new entrants. In the U.S., for instance, the market is relatively open, so direct operations are often more effective than working through agents or distributors. In Southeast Asia, companies must consider both product positioning and the competitive landscape. In South Korea, a phased approach tends to work best: start small, learn the market, and then determine the optimal level of investment or type of partnership.

“At the end of the day, it all comes back to one core question: why are you going global? If the goal is to gain market share and grow sales, smaller companies often have an easier time getting a foothold. They tend to fly under the radar and trigger less resistance. The real question is whether your business can offer something genuinely valuable to the local market.”

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2025 GEMBA Annual Alumni Reunion & 30th Anniversary Celebration

Leslie WU — Wed, 17 Sep 2025 07:32:14 +0000

2025 GEMBA Annual Alumni Reunion & 30th Anniversary Celebration Leslie WU Wed, 09/17/2025 - 15:32

September 13, 2025. Shanghai – Marking 30 years from the day that CEIBS admitted its very first English-language EMBA class, recently the school hosted the largest alumni reunion in the Global EMBA programme’s history.

With over 230 attendees representing classes from 2022 right back to the pioneering cohort of 1995, the reunion gathered Global EMBA alums who had flown in from all over the world.

As the event’s MC, Global EMBA Director and Associate Dean Professor Bala Ramasamy gave everyone in attendance a warm welcome, saying:

“Today is more than just a reunion – it is a homecoming. To CEIBS, to the GEMBA family, and to the memories and friendships that bind us across three decades. From the pioneers who walked these halls in 1995, to the graduates of 2022, this gathering is living history.”

CEIBS Prof. of Economics, Associate Dean and GEMBA Programme Director, Bala Ramasamy hosts the event

Opening Remarks: 30 Years of Building Bridges

CEIBS President Professor Wang Hong gave an opening address, looking back to the mid-90s when the Global EMBA programme began. Professor Wang applauded the gathered alumni, praising them for their personal and collective achievements, saying:

“Over the following 30 years, our Global EMBA has forged ahead, evolving into the largest, most diverse and top-ranked international EMBA programme in Asia. Dear alumni, all these achievements belong not only to the school but also to you. You are the school's most valuable asset, and you are all global ambassadors of the CEIBS spirit.”

Opening remarks by CEIBS President Wang Hong

Then followed Vice President and Dean, Professor Frank Bournois, who echoed the sentiment that CEIBS’ alumni are the lifeblood of the school.

“Thirty years ago, this programme was born from a simple but powerful idea: to create an English-language EMBA in China that could grow leaders with international outlooks and global horizons. Today, more than 2,400 Global EMBA alumni are leading and working in over fifty countries. What unites them is not only their success, but also their role as bridge-builders. They remind us all that the value of this programme is not only measured in rankings, but in lives transformed, careers elevated, and connections forged.”

Opening remarks by CEIBS Vice President and Dean, Frank Bournois

Dialogue: Reviewing GEMBA’s Growth

Professor Bala then invited three of the “architects of CEIBS’s success” to the stage. To date, these three veteran CEIBS professors have given a combined 74 years of service to the school.

During a short dialogue, they shared their respective reasons for joining CEIBS, along with their opinions on how the Global EMBA programme has changed since its inception.

“China opened the door, we saw the world and we knew we had to develop in a confident yet logically sound manner. Across every major sector, China wanted to improve the “scientific management” of its key companies – to produce leaders capable of viewing global business trends and practices, learning from them, and applying them intelligently to their own circumstances. That is what CEIBS offered from the very start. It was an offering supported by both the European and Chinese governments, because both understood the inherent value of learning from each other.”

“It felt like joining a startup but one with serious ambition – a vision to bring China and the world closer together and build better business practices as a result. From the outset, it always felt like this dream would come true. Today, I want to say to all our alumni, stay curious, stay grounded, and continuously invest in yourself – not just in your skills but also your mindset. We are living in extremely complicated times, so learn how to ask the right questions that will lead you to make the right decisions.”

“Naturally, the makeup of EMBA classes has changed over the past three decades. In the beginning, we had more students from SOEs and MNCs, and some government institutions. Now, each new cohort is increasingly diverse in terms of the students’ professional backgrounds, experiences and future goals. They are more openminded, more globally aware, and more intellectually curious. Given the mission of CEIBS, I think these changes are indicative of the programme’s success.”

Keynote Speech: Leading Through Time, Transforming for Tomorrow

Professor Ramasamy returned to the podium to deliver a speech that explored the similarities between the growth and evolving role of CEIBS and that of China. Against a backdrop of China’s increasing trade potential, economic strength, multinational partnerships and industrial transformation, CEIBS has moved in step with these times of extraordinary change.

“CEIBS Global EMBA cannot just be classroom-based; it must be immersive and based on real-world situations. It cannot focus purely on China; it must encompass the world. It cannot be just about receiving; it must also be about giving. CEIBS Global EMBA has come to represent the best of what business can be; it embraces sustainability, genuine partnership, the open exchange of knowledge and expertise, and, above all, responsible leadership. It is a community whose members understand that the world is their classroom, and that the impact they make out there is what matters most,” said the professor.

GEMBA Club Initiative

Professor Bala recognised the recipients of the 2024 Global EMBA Alumni Ambassador Excellence Award, celebrating alumni who have gone above and beyond in mentoring, admissions support, and strengthening the Global EMBA community worldwide.

He then announced the official launch of the CEIBS Global EMBA Alumni Association (“GEMBA Club”), a new platform designed to represent alumni, promote the programme’s GLOCAL ethos—global connections with local expertise, and collaborate with existing Global EMBA alumni clubs around the world to amplify the voice of the CEIBS community, and ensure every Global EMBA graduate feels represented and empowered.

Following this announcement, Administration Director Ms. Isa Luo invited the preparatory working group on stage to be acknowledged for their leadership and contributions. Dr. Ma Lei, CEIBS CPC Secretary, presented flowers to the group as a gesture of appreciation. The initiative now moves forward to the formation of its first council, with nominations open to the wider alumni community.

Keynote Speech: China through the Looking Glass

The second half of the anniversary event began with a keynote speech from CEIBS’ special guest Anke Schrader, China Director of the Economist Intelligence Corporate Network. In it, she examined the unfolding challenges that the Chinese economy currently faces.

Ms Schrader homed in on the spike in geopolitical volatility that accompanied the arrival of ‘Trump 2.0’. While disruptive, she believes that the rapidly shifting tariff landscape will not bring about an immediate reshuffling of the board.

“We are in a protracted and challenging phase of the US-China relationship. The frictions are deeply structural and cut across multiple dimensions, which means adjustments are difficult and will be gradual. The US remains the world’s primary source of demand, while China is the largest hub of global manufacturing – positions not easily replaced by any other economy or bloc. Tensions in areas such as technology, security, and resilience are being managed rather than resolved, with China steadily working to strengthen its domestic ecosystem and reduce exposure to external pressure.”

After delivering her speech, Ms Schrader was then invited by CEIBS Professor Howei Wu for an open Q&A session. The attending CEIBS alumni were able to pose their questions to the guest speaker, with the conversation focusing on potential next steps for the Chinese economy and viable strategies for companies wishing to enter, survive and thrive here.

Fireside Chat by CEIBS Professor Howei Wu (Left) and China Director of the Economist Intelligence Corporate Network, Anke Schrader (Right)

30 Years on, GEMBA is Going Strong

After receiving a combination of heartfelt addresses, milestone celebrations and new business insights, the 300+ GEMBA alumni then retired for lunch followed by a series of classroom-based case studies led by CEIBS professors Byron Lee, Shameen Prashantham and Taiyuan Wang.

This expanded agenda for the annual alumni reunion supports the GEMBA philosophy of lifelong learning. As Professor Bala said: “Whenever you come to school, you must come away having learned something new. This holds true even if you’re here primarily to catch up with old friends!”

30 years after its inaugural class entered the Shanghai campus for the first time, CEIBS’ GEMBA programme continues to go from strength to strength. Its alumni community keeps growing in size, stature and diversity every year, and its members remain committed to the idea that through continuous learning and responsible leadership, they can positively impact the world around them.

Here's to another 30 years of building bridges. Together, we achieve more.

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Fabien Dumont named among Poets & Quants' Best & Brightest 2025

Nicole CHEN — Fri, 08 Aug 2025 09:09:13 +0000

Fabien Dumont named among Poets & Quants' Best & Brightest 2025 Nicole CHEN Fri, 08/08/2025 - 17:09

We’re proud to share that Fabien Dumont, a standout member of the CEIBS Global EMBA Class of 2022, has been named one of Poets & Quants’ Best & Brightest Executive MBAs for 2025.

Now in its 11th year, Poets & Quants’ Best & Brightest list honours top EMBA talent from leading global business schools, spotlighting graduates who exemplify exceptional academic achievement and impactful leadership, both in the classroom and beyond. Fabien joins a distinguished line of CEIBS Global EMBA students who have earned this prestigious recognition.

Fabien Dumont - Leading among leaders

Currently serving as Executive Vice President and Chief Technology Officer at Autoliv, Fabien is known among his classmates and colleagues as a highly adaptable, purpose-driven leader who blends strong technical expertise with cross-cultural acumen. A Paris native based in Shanghai, Fabien played a pivotal role in his cohort during his time at CEIBS, not only achieving top-tier academic results (ranking among the top three in his cohort) but also giving back generously to the community.

Fabien actively supported the CEIBS ecosystem by organising Autoliv company visits for fellow students and alumni, mentoring new applicants, participating in panel discussions, and even leading educational outreach efforts for children with disabilities—reflecting the spirit of responsible leadership that CEIBS deeply values.

From Capstone to Career

Fabien points to his Capstone Project as one of the most meaningful experiences of his Global EMBA journey. Tasked with solving a real business challenge alongside equally accomplished peers, he reflects: “I firmly believe that knowledge should be applicable, not just theoretical, so this process fully encapsulated my idea of what self-improvement through academia should look like. It’s not easy to ‘lead among leaders’, but their skill and passion brought out the best in me.” This collaborative mindset has always defined Fabien’s approach to leadership.

Throughout his studies, Fabien made it a personal mission to integrate GEMBA learnings directly into his work at Autoliv, even translating entire modules into leadership sessions for his team. “The biggest risk in education is not applying what you’ve learned,” he says. “I shared new frameworks with my team just days after completing each module.”

This commitment to real-world application paid off. During his GEMBA studies, Fabien was promoted to Executive Vice President of Autoliv, a transformation he credits in part to the leadership insights and practical tools he gained during GEMBA.

Choosing with purpose

For Fabien, choosing CEIBS was a strategic decision informed by proximity, global rankings, alumni endorsements, and a clear desire for an immersive, offline academic experience. “Once I knew that the Global EMBA aligned with my development goals, there wasn’t another viable contender: CEIBS was the only credible choice.”

Reflecting on the programme, Fabien describes the CEIBS GEMBA as both rigorous and deeply rewarding. “It was an amazing and unforgettable experience. The CEIBS Global EMBA programme overall is very well-adapted to the current volatile business environment, comprising a great balance of unique China and overseas experiences. We were exposed to real-life issues with appropriate pragmatic solutions to current challenges. The learning process is complemented with great professors and friendships developed with like-minded individuals from diverse cultures, academic backgrounds, and industries.”

“This global programme and the self-reflections it led to have allowed me to successfully reshape my personal transformational journey. CEIBS has become a family, with classmates and faculty continuing to support and develop my future needs,” he adds.

As he reflects on his time at CEIBS, Fabien encourages future EMBA candidates to have a clear sense of purpose before embarking on their own journey. “Fully understand why you want to do an EMBA before committing to it. If you know why you’re here, you will gravitate to the people who are best equipped to help you, and you’ll ask them the right questions.”

A global leader for the future

When asked about his long-term ambitions, Fabien’s answer is refreshingly simple: “I’m not chasing titles. I want to be in a position where I can drive positive change.” His career so far, both in China and globally, already speaks volumes to that commitment.

Please join us in congratulating Fabien, a perfect representative of CEIBS’ mission to shape responsible leaders, on this well-deserved recognition.

Poets & Quants is an internationally recognised news and analysis platform with a focus on the global graduate business education market. Previous entrants on their Best & Brightest lists include executives from the world’s leading MNCs and China-based companies, and members of previous GEMBA cohorts.

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Gobi Desert Provides Ultimate Test of Leadership

Leslie WU — Tue, 01 Jul 2025 06:27:36 +0000

Gobi Desert Provides Ultimate Test of Leadership Leslie WU Tue, 07/01/2025 - 14:27

"It's about teams, conflicts, goals, and resilience."

"There are two kinds of people in the world: those who have walked the Gobi and those who haven't."

"The Gobi Desert is the setting, action is the method, and leadership is the goal."

The Global EMBA programme at CEIBS requires its students to frequently look beyond the classroom and test their leadership capabilities in challenging practical environments. Few places on Earth are more demanding than the Gobi Desert, a vast region sweeping over Southern Mongolia and Northwestern China that promises its visitors untamed beauty couple with unrelentingly harsh conditions.

CEIBS’ Professor of Management Jean Lee has developed one of the most rigorously challenging, and highly anticipated, modules of this academic year – Leadership in Action. Every year, CEIBS GEMBA invites teams to undertake an 88km trek through the desert, enhancing their physical and mental strength. More than just a grueling hike, the journey is structured to include a wide range of challenges that enhance the participants’ crisis management skills, as well as their ability to plan, bond, and operate as a team.

This is “leadership in action”, an exercise that tests GEMBA students and alumni in the one of the harshest laboratories in the world. The following testimonies delivered by successful entrants from the most recent Gobi Module highlight its ability to push people past their supposed limits, allowing them to achieve deeper self-awareness, heightened resilience, and a stronger grasp on effective leadership in times of crisis.

01 Build a Resilient Team

You can’t leave anyone lagging. A resilient team is one where everyone cares for every other member as well as themselves. Motivating lagging members gives everyone a greater sense of belonging, encouraging them to strive for both collective and individual goals, knowing that the rest of the team has their back.

My view is that confronting conflicts head-on is the right approach. On the first day, when deciding which team member to vote out, we openly stated the criteria and reasons behind each person's choice. This transparent communication led to disagreements but also revealed everyone's true desires and thoughts.

If we pursue superficial harmony and avoid conflict, "muddling through" different opinions, we only bury our problems deep down, laying the foundations for larger conflicts in the future. We also miss the opportunity to dig into the essence of our current problems and address them directly, an approach that can enhance the team's overall effectiveness and sense of purpose.

Conflicts, therefore, should be seized upon as opportunities to allow everyone to fully express themselves, think deeply, review problems from multiple angles, and find effective solutions as a team.

02 From Self-Discovery to Team Integration

When I set foot onto the sands of the Gobi, I thought it would be a challenge to my physical limits, but I never expected it to be a transformative experience. In the scorching sun and sandstorms of the Gobi, I not only pushed myself but also unexpectedly discovered a profound connection between myself and the team.

This experience has changed my perception of leadership. In the past, I believed it was mainly about taking the initiative, setting directions, and controlling the overall situation. But in the Gobi, leadership took on a completely different context. Sometimes it entailed silently accompanying struggling teammates, sometimes it was about stepping back to let others take the lead. Frequently, it meant fully committing oneself to overcoming adversity – for the team and for oneself. The Gobi experience made me realise that true leadership is not just about setting directions – it’s about team members inspiring each other to keep moving forward, together.

You don’t need to be Superman to be an effective leader. Admitting "I need help" requires more courage than always trying to be strong alone.

03 Turning a "Group" into a "Team"

The essence of leadership lies in people, in understanding them and subsequently improving them. It's not just about uniting individuals into a team; you must build resilience in both individuals and the team through a shared mission and goals.

Resolving conflicts through action, inspiring individuals to break through their self-imposed limits, and transforming "I" into "we" is what ultimately turns a group into a cohesive, effective team.

We established our shared vision of success, employed our respective strengths, shared our collective burden, and consistently made the right choices despite limited resources and time constraints. Working through these goals together, rather than simply shouldering everything alone, is what allowed us to go faster and farther, all the way to the end.

04 Sacrificing Control to Gain Trust

In the past, I understood "leadership" as the ability to achieve goals and set directions. Now, I realise that “leadership in action” is the ability to maintain awareness, inspire the team, and achieve mutual success in a complex, uncertain environment. True leadership is about creating the right conditions so that the team can instinctively work together to achieve shared success, even in your absence.

I’ve taken what I learned in the desert back with me. Now, at work, I focus less on trying to control and correct every detail, instead focusing on inspiring team consensus and fostering genuine dialogue.

05 Reshaping Leadership

The Gobi Leadership in Action module is not merely about hiking from dawn until dusk; it’s a profound journey of reflection, team bonding, and personal growth. From enduring extreme conditions and physical strain to overcoming language barriers and confronting personal doubts, each moment serves as a test.

In a world defined by rapidly changing realities, excellent managers must respond swiftly to new circumstances. Maintaining flexibility in analysis and decision-making is key to achieving goals while minimizing setbacks. In the Gobi, each day’s challenges required us to think critically, solve problems quickly, and collaborate under pressure. It was not just about moving forward—it was about how we navigated difficulties, made tough calls, and balanced strategic thinking with empathy.

This experience has strengthened my ability to lead with clarity, agility, and composure in the face of adversity.

06 Listen, Include, Empower

A drop of water can only avoid drying up by merging into the sea. Similarly, without a team to lead, leadership has no foundation.

Our team was incredibly diverse in age, culture and background, presenting a challenge for me to lead them effectively.

During the 88km hike, I gradually realised that I had to let go of my ego and fully immerse myself in the team. I needed to be inclusive of the differences among team members and allow trial and error to lead to better outcomes by alloying our diverse strengths.

I now understand that the essence of leadership is not just in giving orders but also making members understand "why we do this." True leadership lies in empowering team members, enabling them to explore themselves and realise their inherent value across all manner of circumstances and challenges.

07 Walk Bravely into the Unknown

The Gobi module helped me break through my own limits and taught me an invaluable lesson: Don't be afraid to extend your personal and professional goals into the unknown. As long as you are well-prepared and rely on solid teamwork, you are fully capable of achieving your goals.

Whether it's task-oriented leadership or relationship-oriented leadership, neither is as important as the ability to flexibly adjust leadership styles according to specific situations. Every member of your team holds immense potential – it’s your job as a leader to discover it, and actively bring it out into the open for the good of the individual and the wider team.

"Everyone should experience the Gobi because it’s an unforgettable journey that will change your life."

"It challenges your limits, rewires your mindset, and leaves you stronger - inside and out."

"Only when there is no way back do we truly confront ourselves, understand others, and experience the power of collaboration."

Each of these GEMBA students and alumni have walked into the Gobi, completed an incredible journey alongside their teammates, and walked out again, stronger and more capable because of the challenges they overcame.

By testing their leadership capabilities in a relentless, high-stakes physical environment, they have all learned the lessons necessary to deeply evaluate their overall leadership style. In the desert, there is no room for doubt, deception or selfishness – every decision must be grounded in reality, and focused on an optimal outcome for the good of the team.

This year’s participants have tested themselves and proved their worth. Will you follow in their footsteps? Look out for details of the Gobi Desert Module 2026, and perhaps you too can see if your leadership style is suited to succeed in the harshest of environments.

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Better Together: Bridging Europe and China

Leslie WU — Thu, 12 Jun 2025 10:32:35 +0000

Better Together: Bridging Europe and China Leslie WU Thu, 06/12/2025 - 18:32

Around 250 participants attended this event – a diverse audience including CEIBS current students, alumni and faculty, along with guests drawn from the interconnected worlds of business and academia.

This was an unmissable chance to examine the evolving relationship between China and Europe at a time when their relationship has greater global significance than ever. A second Trump administration is rewriting the rules and accepted norms of international relations, forcing nations big and small to revisit their existing assumptions and alliances.

As the Master of Ceremonies for the event, Professor Bala Ramasamy, CEIBS Associate Dean and GEMBA Programme Director, outlined the increasing importance and subtle nuances of the China-Europe relationship during his welcoming remarks:

CEIBS Prof. of Economics, Associate Dean and GEMBA Programme Director, Bala Ramasamy hosts the symposium

"This relationship has never been more important. In today’s turbulent global landscape, marked by geopolitical uncertainty, economic realignment, and cultural shifts, platforms like this become essential. The spirit of cooperation, dialogue, and mutual understanding between China and Europe is not just a diplomatic ideal – it is a business necessity. It allows us to navigate complexity, unlock opportunities, and build a more resilient global economy."

More Cooperation in a time of Intense Competition

First to address the audience on China-Europe relations was CEIBS (China) President, Professor Wang Hong, who outlined how greater cooperation, communication and trust are building blocks for better outcomes for both sides and the world at large.

Opening remarks by CEIBS President Wang Hong

"China-Europe relations have long transcended mere trade exchanges, becoming a cornerstone for global stability and prosperity. The challenges confronting China-Europe cooperation are complex and severe, but their strong complementarity provides vast cooperation spaces for enterprises from both sides, injecting new impetus into global economic growth."

CEIBS (Europe) President, Professor Dominique Turpin echoed this sentiment in a short video address, as he was unable to attend the symposium in person.

Opening remarks by CEIBS (Europe) President Dominique Turpin

“Global challenges are growing more complex and cannot be solved in isolation. China and Europe must engage more, not less. We need more listening, more learning, more collaboration, and more communication. Together, I believe we can shape a more connected, more resilient, and more cooperative future.”

The Future of China-Europe Cooperation

After these initial welcoming speeches, Yang Jiemian, Chairman of the Academic Advisory Committee, Shanghai Institutes for International Studies (SIIS), delivered the first keynote speech of this year’s symposium. Entitled: The Future of China-Europe Cooperation, Yang explained that China and Europe currently stand at a pivotal juncture, where their relationship will profoundly shape global stability, economic revitalisation, climate resilience, and technological governance.

Taking a “guardedly optimistic” view, Yang shared his belief that both sides have a wide range of overlapping interests that will dictate a strategy of careful cooperation wherever possible.

Keynote speech by Chairman of the Academic Advisory Committee, Shanghai Institutes for International Studies (SIIS), Yang Jiemian

“China and Europe are not destined for conflict, nor are they natural allies. Their relationship is a mosaic of shared interests and vast differences. Yet, in an era of geopolitical flux and planetary crises, their cooperation is not merely beneficial – it is essential.”

Honoring the Past, Shaping a Better Future

This was followed by a second keynote speech, delivered by David Gosset, Founder of the China-Europe-America Global Initiative. In his address – The EU and China: Honouring the Past, Shaping a Better Future – Mr Gosset highlighted how this vital relationship has taken great strides forward since 1975, building dialogue even in the most trying of circumstances. Looking ahead, he argued that both sides must react to current geopolitical challenges by showing genuine leadership paired with greater ambition to protect multilateralism and global cooperation.

Keynote speech by Founder of the China-Europe-America Global Initiative, David Gosset

“True security does not come from military power – it comes from social cohesion, from economic opportunity, from environmental sustainability. Security is not a zero-sum game; the more secure your neighbour is, the more secure you are. The European Union and China are not just economic giants; they are cultural, intellectual, and moral forces. They have thousands of years of history, of thought, of creativity. They have shaped civilizations. And now, they have the chance to shape the future – together.”

Part One: European Companies in China

After the initial speeches, the symposium then addressed the China-Europe relationship from both sides of the aisle in a series of one-to-one dialogues between CEIBS professors and their guest interviewees. Part One analysed the current reality facing European companies embedded in China.

The opening dialogue was held between Professor Shameen Prashantham (Professor of International Business and Strategy, Associate Dean (Africa), CEIBS) and Jerry Wang, President of Siemens Healthineers Greater China, Member of Siemens Healthineers Global Leadership Committee and a CEIBS alumnus.

Dialogue by CEIBS Professor of International Business and Strategy, Shameen Prashantham (Left) and President of Siemens Healthineers Greater China, Jerry Wang(Right)

Between them, they discussed how a post-COVID world has not returned to a state of relatively predictable market conditions and steady growth, but has in fact become more unpredictable and complex. For European companies in China, tapping into China’s innovation ecosystem allows them to be better prepared for the increasingly rapid pace of change occurring not only in its domestic markets, but globally.

“The pre-COVID world is not coming back. We need to accept that the new normal is not an outlier; it’s part of a global transformation of business norms. That means you have to be quicker on your feet than ever. At Siemens Healthineers, we believe that healthcare is universal and that cooperation is crucial to improve it, to everyone’s benefit. China as the ideal place to build bridges, to create platforms for collaboration between physicians, pharma companies, local and national government institutions, so we can innovate faster, together.” – Jerry Wang

The second dialogue shifted from healthcare to the automotive industry. Hosted by Professor Yajin Wang, (Professor of Marketing, Associate Dean and Research Area Director of ESG) she and her guest Andrea Maganzani, CEO of Pirelli Asia Pacific, also highlighted how China’s ability to incubate innovation, at speed and at scale, is a crucial part of its appeal to European companies.

Dialogue by CEIBS Professor of Marketing, Yajin Wang (Left) and CEO of Pirelli Asia Pacific, Andrea Maganzani (Right)

“The pace of change is tremendous in China, and that is a strong advantage for us, given our focus on developing customized solutions according to market's evolutions. We compete in the high-end tyre segments, and innovation is how we consistently strengthen our brand by offering improved performance and smarter products. That means we need to develop new technologies faster than our competitors, and China is the best place to do just that.” – Andrea Maganzani

Professor Shameen Prashantham also moderated the third dialogue, this time interviewing Holly Lei, Senior Vice President of the Covestro Group and President of Covestro China. Here, the conversation turned to the increasing alignment of European and Chinese strengths, specifically regarding the development of greener industrial practices and approaches.

Dialogue by CEIBS Professor of International Business and Strategy, Shameen Prashantham (Left) and Senior Vice President of Covestro Group, Holly Lei(Right)

“On sustainability, there are endless opportunities for collaboration between Europe and China. No single company or sector can tackle our shared environmental issues alone. When ‘European quality’ meets ‘China speed’ (i.e.: the fertile testing ground of Chinese markets and innovation ecosystems) it’s the perfect combination to create more sustainable outcomes, products and practices at the kind of speed needed to make them scalable.” – Holly Lei

Part Two: Chinese Companies in Europe

The second half of the symposium shifted to the perspective of Chinese firms with significant interests in Europe, or those preparing their “Chuhai” (‘Going Global’) strategy.

Professor Prashantham hosted the first dialogue, hosting guest speaker Peter Pan, Chairman & CEO of Chervon Holdings Limited. Chervon is a power tools brand that was part of the previous Chuhai wave going out of China and into the world over a decade ago. The professor asked Mr Pan to explain how a young Chinese company managed to move from being an OEM for Bosch, to acquiring Western brands, and then developing a highly successful billion-dollar brand (EGO) for the US/EU market, all within the space of just 30 years.

Dialogue by CEIBS Professor of International Business and Strategy, Shameen Prashantham (Left) and Chairman of Chervon, Peter Pan(Right)

“There’s a parallel with Tesla changing the auto industry in a short space of time. In our industry, there was a perception that small, quiet, efficient battery-based engines were too expensive and underpowered for power tools. But we persevered, we believed in our idea, in our ability to fuse European and Chinese capabilities, and it has paid off. For brand building purposes, especially in Western markets, you must have this strength of belief – it informs your approach and translates into a recognisable and reliable brand.” – Peter Pan

In the second dialogue, Professor Wang sat down with Jin Li, who is the Overseas General Manager of TCL Zhonghuan Co., and a CEIBS alumna. Jin explained that in the telecoms industry, branding is the key to market credibility in Europe. Acquiring existing brands is an important aspect, but strong performance on ESG and sustainability is also crucial for projecting strength and resilience.

Dialogue by CEIBS Professor of Marketing, Yajin Wang (Left) and Overseas General Manager of TCL Zhonghuan,Jin Li (Right)

“In saturated markets, differentiation through quality and IP is critical. TCL’s brand equity gave us instant credibility in the early 2000s, and it’s an enduring strategic advantage today. IP management is equally vital. Two decades ago, Chinese firms routinely faced IP lawsuits from Western clients. Today, disputes are among Chinese firms, underscoring the need for rigorous IP practices that protect your brand and your credibility.” – Jin Li

The final dialogue of the symposium saw Professor Majid Ghorbani (Associate Professor of Management Practice; Deputy Director of Global MiM CEIBS (Switzerland)-ESCP Double Degree Programme) engage with CEIBS alum and CFO of Pharmaron; Gilbert Li. Pharmaron is an end-to-end pharmaceutical R&D platform. Gilbert explained that as a service provider, it’s even harder to build trust than with a product-based company, especially if it is new to the market, as it must overcome the “liability of foreignness”.

Dialogue by CEIBS Associate Professor of Management Practice, Majid Ghorbani (Left) and CFO of Pharmaron, Gilbert Li (Right)

“Unlike a product, which can be touched, used and easily reviewed, our clients must put a lot of faith in our service platform up front. Fortunately, we were able to leverage China’s large pool of science graduates and ‘global returnees’ (scientists returning to China and bringing back global research expertise) to create an economy of scale and subsequently offer lower costs to draw in clients. Then we prove our worth and secure their repeat business.”– Gilbert Li

Strategies for Success, in both Directions

Having heard from current executive leaders of diverse companies straddling the China-Europe relationship, the audience of CEIBS GEMBA’s 4th Annual Symposium left with a deeper understanding of how both entities are reliant on each other’s cooperation and goodwill to stabilise economic relations, allowing businesses to operate in good faith while forging stable partnerships.

More specifically, for European companies to succeed in China, they must:

Invest time and resources to strengthen communications between the European headquarters and China subsidiary. China moves at a relentless pace; fully leveraging its markets and innovation ecosystem requires the HQ to give the China arm some leeway and the flexibility to move quickly.

“Find your niche, don’t try and appeal to everyone, everywhere.” – Recognise that the China market is getting increasingly crowded, and European companies who don’t have a lengthy history here will struggle enter the market unless they are extremely targeted in their approach. Half-hearted attempts to slot a generic offering into Chinese markets are practically doomed to fail.

Embrace the ability to test, refine, offer and improve your offering in high-speed, discerning market conditions. Bring the best of European technical skill and put it to work in the world’s most dynamic “business lab”, where its merits will be thoroughly tested and the pace of change will force you to innovate.

Part I Summary & Panel Q&A moderated by CEIBS Professor of International Business and Strategy, Shameen Prashantham

Meanwhile, Chinese companies operating in Europe must:

Let the product do the talking – If you want to change perceptions about the quality of China-manufactured goods, ensure that your product leaves no room for doubt in the consumer’s mind once it is in their hands. Even if this means pricing the product higher than more established brands, justifying the quality of Chinese innovation and manufacturing is the strongest marketing statement you can make.

Protect your credibility in the market through a combination of strategic acquisitions, rigorous IP practices, and a general commitment to long-term, good faith partnerships with European suppliers and subsidiaries. Building a strong brand goes beyond the product; your communications, ESG achievements and customer interactions require equally careful consideration and investment.

Leverage China’s inherent strengths in terms of the breadth and depth of its talent pool. Create economies of scale in R&D, manufacturing and supply chain resilience, allowing you to outperform local rivals on reliability as well as cost.

Part II Summary & Panel Q&A moderated by CEIBS Associate Professor of Management Practice, Majid Ghorbani

The recurring message of this year’s symposium is that Europe and China offer companies on both sides increasing opportunities to cooperate, innovate and thrive. China’s fast-paced innovation ecosystem and economies of scale can be paired with the technical skill and brand-building expertise of Europe to take any company to the next level in terms of its brand strength, global presence and inherent capabilities.

This resonates with CEIBS’ enduring mission to foster closer relations between China and Europe, and more broadly between China and the world. By consistently enabling an environment based on mutual respect, deeper understanding, and lifelong learning, we can help create the right conditions for a more inclusive global society that values cooperation over competition.

About CEIBS Global EMBA Annual Symposium

The CEIBS Global EMBA Symposium is an annual event hosted at the CEIBS Shanghai Campus. Every year, it aims to explore the most pressing business challenges facing both Chinese companies and MNCs with a presence in China. The overall theme and selection of guest speakers changes based on the focus of that specific year, and professors from CEIBS’ own faculty are tasked with shaping an informative dialogue with those industry experts invited to the symposium, to draw out their invaluable insights for the audience to absorb. Through the symposium, CEIBS Global EMBA aims to promote mutual understanding by engaging in up-to-the-minute analysis of the business trends that matter most.

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On 8th June 2025, CEIBS Global EMBA programme hosted the fourth edition of its annual symposium entitled: Building Bridges: China and Europe, recognising and celebrating 50 years of diplomatic relations between these two economic superpowers.Around 250 participants attended this event – a diverse audience including CEIBS current students, alumni and faculty, along with guests drawn from the interconnected worlds of business and academia.

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Doing Business in the Middle East

Leslie WU — Wed, 28 May 2025 10:24:10 +0000

Doing Business in the Middle East Leslie WU Wed, 05/28/2025 - 18:24

It’s a “Crossroads Region” where East meets West. Its economies are dynamic, and it possesses a willingness to absorb international capital and new ideas. Overall, the Middle East has plenty to recommend itself as a prospect for companies’ ambitions of ‘Chu Hai ’ (expanding overseas).

To outline exactly what makes ME markets so desirable for Chinese firms, five CEIBS Global EMBA alumni agreed to share their unique insights won from firsthand experience in the region. Drawn from five diverse industries, each of the alums has a unique perspective on Middle Eastern business culture, market conditions, regulatory landscapes and other crucial considerations that any company eyeing the region must address before making their move.

01:What makes the Middle East Attractive to firms?

FENG ZHAO
CEO
SHANGHAI TOP MOTOR CO. LTD
GEMBA 2016

The ME market landscape is undergoing significant structural transformation; electric motors are essential for the region’s drives into new energy, tech-based intelligence, and automation. Our market strategy has evolved from mere sales to forging strategic partnerships with Middle Eastern clients to achieve value co-creation.

Renee Zhong
CEO
Truss UAE
GEMBA 2018

As China’s role in global affairs expands, conflicts with the Western world (due to significant differences in core values) are inevitable. I sought a region that often maintains a neutral stance between East and West, and is currently undergoing a phase of rapid economic development. The UAE met these conditions perfectly; choosing to establish roots here was a natural progression.

Caifeng Liu
Executive Vice President of Marketing
Ingaz International Group
GEMBA 2019

Middle Eastern economies hold tremendous potential for Chinese companies if they come with rational expectations and a desire to make respectful long-term partnerships and localisation efforts. Don’t think of the Middle East as ‘easy money’, because it’s not. However, there is plenty of access to capital, and strong political support for investing in tech-based transformation efforts.

Khaled Zhang
Former Head of JD.com in the Middle East
Chief Representative of tech company
GEMBA 2023

Most Middle Eastern countries show a strong interest and open attitude towards technological innovation, especially welcoming high-tech companies from China and Europe. They have some sizeable gaps in manufacturing and R&D, and are highly motivated to catch up by learning from other leading global economies.

Sasha Bilousov
Business Development
Traton Financial Services
GEMBA 2020

Being the ‘Global Middle’ presents opportunities to forge new relationships in every compass direction. There are subtler advantages too, such as smaller time differences that facilitate easier communication. The region is also a first-rate travel hub, and its logistical capabilities are improving all the time as its economies are growing very fast. If you have a service or product that aids this rapid transformation, then the Middle East is a great fit.

Across all five accounts, the alumni highlighted a core motivation that drives the Middle Eastern success story forward – transformation. Even though the region is extremely diverse in social, political and economic terms, its respective countries hold a strong desire to transform themselves through technological innovation and bold investment. From smart transportation systems and automated factories, to the evolving nature of everyday retail, there is a hunger for rapid, tech-enabled progress.

Every member of the GCC (The Gulf Cooperation Council, which represents the region’s leading economies) has a national strategy to diversify their economy away from overreliance on hydrocarbon-based wealth (Oil & Gas revenues). Such a rapid pivot will require outside expertise.

This desire to learn from the world’s best innovators plays to China’s strengths. Not only do Chinese firms offer an increasingly broad base of novel innovation capabilities, they also have the entrepreneurial spirit necessary to rapidly adapt their offering to suit the specific conditions of various ME markets.

02:Adapt and Refine – Obstacles to ME Market Penetration

Caifeng Liu: “Landing difficulties, high operational costs, complex regulatory compliance requirements – there are a lot of challenges involved in establishing yourself in ME markets, particularly Saudi Arabia. You can have great products and ideas but profit breakthroughs come slowly (if at all) if you’re not thoroughly prepared.”

Feng Zhao: “There are significant cultural differences to understand and incorporate into your business approach. For example, decision-making power is mostly concentrated at the top level for ME companies, so it is essential that you identify the right point of contact early on and maintain your relationship with them at every stage.”

Sasha Bilousov: “Physical presence matters more in the Middle East than other markets; you can’t take a hands-off approach and expect to support the business effectively just with remote teams. Compared to European or US firms, Chinese companies often don’t have the same heritage, they haven’t been in the business for decades or centuries. You need to be present and engaged, to show local partners exactly that you’re serious about investing in the region, and to show them your character. That will instil confidence in them.”

Renee Zhong: “In the UAE you are no longer competing with peer Chinese companies, but international companies from the US and Europe, who are excellent in terms of marketing and overall presentation skills. Many Chinese companies have great technology and products, but they fail to gain attention due to poor communication and the lack of a business-oriented mindset.”

Khaled Zhang: “The Middle East has strong consumer purchasing power but is extremely cost-conscious. You need efficient supply chain management capabilities from the outset to stay competitive and profitable. Localisation of talent is also essential, and managing a multicultural team can be a major challenge – managers need to understand and respect different cultural holidays, languages, and religious beliefs while maintaining great patience.”

Differences in business culture and consumer expectations can be a barrier for any international expansion, but the alums’ insights suggest that they are an acute factor for Middle Eastern market entry. They all emphasised the importance of local partnerships, and the cultivation of local talent, to allow for smoother and more rapid integration.

They also warned that Chinese companies (which are more used to experimenting, trialling and quickly rolling out new concepts and products) may find it difficult to adjust to the ME decision-making culture. The power to authorise and approve such decisions usually rests with key individuals at or near the top of the leadership structure; winning their approval is a pre-requisite for any major changes in policy or operational practices.

Overall, the alumni advised Chinese companies to start thinking like global companies early on. “As soon as you step out from China, you become global. It’s the same principle for any company stepping outside of its original territory; learn what works in your target market, make a suitable global business model, don’t limit yourself to one rigid approach.” said Sasha.

03: 5 Steps Towards Successful “Going Global” into the Middle East

Step 1: Do your homework

All the alumni stressed the central importance of preliminary research to identify the right alignment between your offering and the conditions of your chosen Middle Eastern market. Make sure you fully grasp the current market demands, competitive landscape and relevant regulatory policies. Pay special attention to national agendas around ESG and technological integration, as these may represent suitable opportunities for Chinese enterprises looking to bring novel innovations to the region.

Step 2: Find the right point of contact

Middle Eastern business culture places significant stock in top-down decision making. The right point of contact can open doors more quickly, while helping to forge long-term mutual understanding from the outset. The alums warned that, more broadly, the pace of Middle Eastern decision making will likely be slower than Chinese companies are used to. So be mindful of the cultural differences around business leadership, take enough time to secure the right contact during the initial exploration process, and be realistic when setting time frames for agreements and further actions.

Step 3: Embrace localisation

The collective experiences of the alumni suggest that Chinese companies perform better in ME markets when they integrate local talent into their operations, rather than transplanting a fully Chinese team. Local talent can guide you through the cultural norms regarding purchasing decisions, religious practices, familial connections, haggling traditions and other factors that influence ME commerce from the corporate level right down to the individual consumer.

Step 4: Trust your partners

The Middle East is extremely fertile ground for testing new innovations and approaches, but successfully navigating the cultural and political nuances of your chosen markets will require local expertise at the strategic level, not just operationally. Chose your partners with care, demonstrate clearly how your business model fits their priorities as well as those of the end users, and trust them to inform and refine your approach.

Step 5: Think long term

Discard the “easy money” idea that a Middle East expansion is going to net you some quick, reliable returns. The alumni urge a longer-term strategy; Chinese enterprises cannot simply replicate domestic products and thoughtlessly drop them into ME markets. Regular reappraisal through consumer feedback, secondary research, and careful localisation efforts will yield more stable results. Don’t focus on what will happen in one or two years; chart your course in terms of the next 10, 20 or even 50 years.

04:The GEMBA Impact

Feng Zhao: My company’s ME expansion efforts have benefitted greatly from the systematic thinking frameworks provided by the GEMBA curriculum, not just for strategy formulation but also for the consistent optimisation of local operations. Many of the overseas modules have been invaluable too, by deeply immersing me in the reality of regional practices and providing new ideas to take back to the Middle East.

Renee Zhong: During my entrepreneurial journey in the Middle East, I have collaborated with several GEMBA alumni through the powerful CEIBS alumni network and successfully operated multiple enterprises with the help of alumni resources. I anticipate that there will be even more cooperation opportunities in the coming years.

Caifeng Liu: The determination to change my career path largely stems from my GEMBA experiences. When lacking resources and information, I can obtain support through the global GEMBA alumni network. This dual empowerment of "knowledge + resources" has given me greater confidence in my daily work and wider approach to navigating the ME region.

Khaled Zhang: I recently left the internet industry and joined a technology unicorn enterprise. The learning experience from GEMBA has been immensely helpful in this transition, especially the overseas module courses. Through the programme, I have gained an understanding of the market environments and policies of different countries and learned to adjust business strategies according to local conditions.

Sasha Bilousov: GEMBA is extremely demanding; it forces you to absorb knowledge and specific business lessons very quickly. You’re facing ‘new unknowns’ almost every module, and you need to keep pace with your talented classmates. This teaches you how to maintain your focus, how to collaborate more effectively with your peers, and how to get to grips with new business situations faster. These are all useful strengths for operating in the Middle East.

All five alumni cited specific GEMBA aspects that have had direct application in their daily work as well as their broader transition to the Middle Eastern business culture. But in each case, they highlighted the central importance of having a global mindset, of learning to embrace new approaches drawn from outside influences.

Much like companies, individual leaders can adapt more successfully to new regions and markets if they have the mental flexibility to integrate new knowledge from any source, and apply it to their local context.

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Never Say Goodbye: 2025 Global EMBA Graduation Ceremony

Nicole CHEN — Mon, 31 Mar 2025 03:55:37 +0000

Never Say Goodbye: 2025 Global EMBA Graduation Ceremony Nicole CHEN Mon, 03/31/2025 - 11:55

On 29th March 2025, around 80 Global EMBA students arrived at CEIBS Shanghai campus to meet for the final time as students. Ready to ‘turn the tassel’, they came as students but left as graduates and fully fledged alumni of the wider GEMBA family.

After the initial flurry of group photos, GEMBA 2022 settled into CEIBS’ Petrochemical Auditorium, welcomed by Associate Dean and GEMBA Programme Director, Professor Bala Ramasamy.

“I am honoured to welcome all GEMBA graduates, their families and guests to the 2025 CEIBS Global Executive MBA Graduation Ceremony. Today we have 80 graduates representing 18 different countries and regions to join us today,” said the professor.

“Their graduation coincides with the year that China and the EU mark the 50th anniversary of the establishment of diplomatic relations. They celebrate this historic milestone amidst a rapidly changing global landscape and a complex international climate in terms of business, trade and geopolitics. So, this year’s graduation is indeed special.”

Finding shared solutions to collective problems – Leadership Speeches

First to speak among the leadership figures present was CEIBS President (China), Professor Wang Hong. The professor praised the cohort not just for their performance in the classroom during the past two years, but also for consistently embodying the philosophy of combining what is good for their organisation with what is good for the world.

“Your achievements extend beyond academics,” she said. “You have traversed 13 countries, championed social causes, and given back to the school and society at large. From fundraising for earthquake relief efforts in Turkey, to organising charity initiatives for underprivileged children, and helping to eliminate plastic waste on campus, you launched a total of 15 impactful ESG-based projects. Your dedication to the higher ideals of responsible leadership makes us proud.”

CEIBS President Wang Hong

Professor Wang left the graduating cohort with a request, asking that they take the next step in their careers with the following four thoughts uppermost in their minds.

1 Retain an open, international mindset in a time of increasing global uncertainty.

2 Be a lifelong learner, as the rapid advancement of AI, quantum computing, biotechnology, and renewable energy reshapes whole industries.

3 Pursue purpose over profit, by contributing to CEIBS’ ongoing efforts in AI research, ESG studies, scholarships, and business case development.

4 Remember that CEIBS will always be a home for its students and alumni – a network that now extends to over 32,000 people worldwide.

CEIBS European President Dominique Turpin followed this address with a speech of his own, reinforcing the message that international understanding and cooperation is needed now more than ever.

CEIBS President (European) Dominique Turpin

“The great American journalist Thomas Friedman once said that ‘Thanks to globalisation, we all definitely know OF one another more than ever; but we still don’t know much ABOUT each other’. This is still true today. This is a cause for concern, but I believe that it is people like you, globally minded business leaders, who can fix the problem. As the business leaders of the future, it is vital that you maintain the global spirit that you have demonstrated by completing your Global EMBA,” said Professor Turpin.

Personal and Professional Growth – Faculty Speech

Representing the CEIBS Faculty, Professor Shimin Chen congratulated GEMBA 2022 for not only absorbing the lessons of their two-year learning journey, but also for rigorously applying them in their respective organisations.

Professor Chen left the cohort with some parting advice – in an increasingly uncertain world, it is essential to remember that the fundamental “language of business” can always be relied upon to help find the right course of action.

Professor of Accounting, Zhu Xiaoming Chair in Accounting, Associate Dean (Case Centre)

“While you may forget many of the details of individual courses you took here, you must always remember the three crucial metrics that fundamentally capture any sound business: ROE, cash flows, and growth. These financial metrics are not just numbers; they are the language of business, the tools that will guide your strategic thinking and informed decisions and ensure sustainable growth for many years to come.”

Emerging as better leaders – Graduate Speeches

Following the traditional format of the graduation ceremony, GEMBA 2022 members Peiyi Han and Jose Alvares were chosen to represent the cohort, each giving a fond farewell address to their friends and classmates.

Speaking first, Peiyi thanked her professors and peers for giving her a renewed sense of purpose, propelling her career in new and exciting directions. Her advice to her fellow graduates was to always remember the fundamental importance of humility in leadership.

Graduates Representative Peiyi Han

“No matter our background, our personality, or our leadership style, we have all learned how to listen. The higher we climb as leaders, the more dissenting voices we will face. Only by encouraging meaningful conversations can we resolve our differences.”

Jose followed with a loving testimonial of how his GEMBA experience had opened his eyes to the many benefits of stepping out of one’s comfort zone, and finding likeminded friends to share the journey.

Graduates Representative Jose Alvares

“I came to CEIBS because I wanted to do something different with my career, perhaps even with my life. Amid all the uncertainty, I have discovered an undeniable truth: I neither dialogue nor walk alone in the dark, for there is light in each one of you. Great leaders don’t create followers; they create more leaders.”

A Moment of Recognition – Awards & Class Donation

While every GEMBA cohort is made up of the brightest and most dynamic business minds drawn from a wide range of globally prominent companies, there are exceptional figures even within such an elite gathering. This was their rightful opportunity to be recognised and celebrated for their outstanding achievements during the already challenging conditions of their two-year academic programme.

Prior to the conferment of degrees, the CEIBS senior leadership figures collectively presented GEMBA 2022 class members with the following awards.

Outstanding Graduate Award 2025

This year’s recipients were：Leo Chen, Iryna Huryn, Marco Kiefer, Jun Yi, Simon Zhang

Outstanding Graduate Award 2025

Academic Excellence Award 2025 - Marco Kiefer

Academic Excellence Award 2025

Maple Recognition 2025

Then it was time for the GEMBA 2022 Class to make a conferment of their own. Each year it is customary for the graduating class to make their mark on the CEIBS in the form of a donation that tangibly improves the Shanghai campus. Previous cohorts have donated benches, plaques, and all manner of furnishings with sufficient durability to be a lasting gift to the school.

Maple Recognition 2025

GEMBA 2022 made two donations. The first was the entire refurbishment of the campus accommodation reception area, complete with a brand-new desk that was designed and manufactured by classmates James Lew and Jonas Kohns. The second was a new window panel complete with a class commemorative plaque.

Class Donation Announcement

Applicant, to student, to graduate – GEMBA 2022 become alumni

Before the degree conferment, the CEIBS Alumni Choir took to the stage to perform three songs in celebration of GEMBA 2022’s graduation. They were joined by several members of the cohort.

A moment two years in the making, the class of GEMBA 2022 were invited onto the stage to receive their degree from Vice President and Dean Professor Frank Bournois and Associate Dean (Europe) Professor Katherine XIN.

Symbolising the culmination of their lifechanging journey, and the exact moment of change from student to graduate, the cohort then ‘turned the tassel’ on their mortar boards, formally completing their GEMBA studies at CEIBS.

To close the ceremony, Professor Ramasamy delivered some final words of heartfelt congratulations to the newly minted CEIBS GEMBA alumni.

“Yet this moment is not an epilogue. The bonds you've built here will illuminate paths through professional wildernesses. Tomorrow's challenges await not just your expertise, but the unique alchemy of resilience and collaboration you've perfected. You and only you will write your future because, to quote the poem called Invictus by William Ernest Henly, you are the master of your fate, you are the captain of your soul.”

Having fulfilled all the requirements of the school, Professor Ramasamy then officially declared that they were now graduates of CEIBS.

We wish every member of the GEMBA 2022 class the very best of luck in the next chapter of their lives and careers. Remember you are always welcome at CEIBS. Please consider us your second home, and always keep us informed about your future plans and achievements.

Congratulations, GEMBA 2022!

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Public Notice for CEIBS Global EMBA 2022 Outstanding Graduate Award & Award for Academic Excellence List

Nicole CHEN — Tue, 11 Mar 2025 02:03:36 +0000

Public Notice for CEIBS Global EMBA 2022 Outstanding Graduate Award & Award for Academic Excellence List Nicole CHEN Tue, 03/11/2025 - 10:03

In accordance with CEIBS regulations, the Global EMBA programme department will recognise five top participants from each graduation cohort.

The names of candidates for the CEIBS Global EMBA 2022 Outstanding Graduate Award are grouped and ranked by class and student ID in the list below. Candidates are voted for by their classmates and considered based on excellence in both character and academic pursuits. The list is as follows:

Class	Student ID	Full Name	Chinese Name	Gender
GEMBA2022	GE20220005	Xiuxing CHEN	陈秀星	Male
GEMBA2022	GE20220014	Marco KIEFER		Male
GEMBA2022	GE20220038	Renliang ZHANG	张仁良	Male
GEMBA2022	GE20222015	Iryna HURYN		Female
GEMBA2022	GE20222040	Jun YI	裔俊	Male

The list of candidates is open to public comment until 17:00 on March 15th, 2025. If there are any objections to the list, they may be submitted in written form to Ms. Linda SHE in our GEMBA programme department at slinda@ceibs.edu or +86 21 2890 5075.

Any entity that wishes to voice an objection shall provide a name and contact information in the relevant documents and affix them with a common seal. Any individual who wishes to voice an objection shall provide their real name and contact information in the relevant documents. Submitted documents that do not conform to the above regulations shall not be considered.

If there are no objections raised to any of the candidates before the public-comment period expires, or if the candidates are certified as eligible in spite of any dissent, CEIBS shall proceed in presenting them with the Global EMBA 2022 Outstanding Graduate Award.

In addition to the Outstanding Graduate Award, the Global EMBA department will also present the Award for Academic Excellence to the participant with the highest GPA in each graduating class. Their details are listed below:

Class	Student ID	Full Name	Chinese Name	Gender
GEMBA2022	GE20220014	Marco KIEFER		Male

China Europe International Business School
Global EMBA Office
March 11^th, 2025

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In accordance with CEIBS regulations, the Global EMBA programme department will recognise five top participants from each graduation cohort. The list of candidates is open to public comment until 17:00 on March 15th, 2025.

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She Leads: Transformative Journeys of Five Female Executives

Nicole CHEN — Fri, 07 Mar 2025 07:54:30 +0000

She Leads: Transformative Journeys of Five Female Executives Nicole CHEN Fri, 03/07/2025 - 15:54

A multinational executive to global strategist in private enterprises; a 25-year banking career achieved while gracefully balancing family roles; making waves at global forums while pioneering leadership innovation; embracing self-discovery, and conquering career-academia dual challenges—each of these journeys uniquely redefines the essence of "HEROIC Leadership."

A Strategic Juggler

In June 2025, I will celebrate my 25th work anniversary at Standard Chartered Bank. In today's increasingly fluid and dynamic employment market, I think it is increasingly rare for people to stay with a single employer for most of their working life. I have worked in 5 different countries across Asia, Africa & Middle East and UK/Europe; I have performed roles in Credit Risk Management, Relationship Management Sales, Product Management, Non-Executive Director Governance, and now Operations Management. I've enjoyed many careers, all with the same employer! This is still the case today, where I'm working on fascinating projects that look at introducing AI into our existing processes.

My toughest challenge in recent years was balancing career ambitions with motherhood, especially during COVID when my family needed me. I took a 15-month sabbatical—a strategic pause, not a retreat. My philosophy: Life is juggling "rubber balls" (career) and "crystal balls" (family/health). Drop a rubber ball? It bounces back. Drop a crystal ball? It shatters irreparably. Protect the crystal; rubber can wait. Don't drop your crystal balls, take the time you need to protect them. You can always throw your rubber balls back into the air any time you want.

Question: What personal trait has been most critical?
Louise Vogler: A “Solution oriented” mindset when approaching complex challenges.

A Local to Global Breakthrough

These past two years represent both a defining chapter in my life and a dual transformation. I transitioned from a multinational corporation to a Chinese enterprise, shifted from finance to business development, and expanded from an APAC focus to global mandates. This wasn't just career chess - it was a conscious choice to shatter career ceilings as Chinese enterprises accelerate their overseas expansion. My CEIBS GEMBA experience became the catalyst: when launching into the global market, I leveraged CEIBS’ alumni networks to secure strategic partnerships. That's the power of global connectivity in action.

Behind the spotlight lies the real work. Last year's dual pivot—from MNC to private enterprise, across industries and functions—tested every leadership muscle. Navigating cultural fault lines between process-driven systems and people-centric agility felt like relearning all the business fundamentals. When facing operational whiplash (new clients, alien workflows), I adopted a new mantra: "Shape the environment, don't wait for it to shape you." The breakthrough came through hybrid leadership: blending MNC-grade frameworks with entrepreneurial speed. GEMBA taught me this - transformation isn't about credentials, but contextual intelligence.

Question: What personal trait has been most critical?
Theresa Cai: Being quick to learn, quick to adapt.

A Cycle of Mentorship

One of my highlight moments in recent years was being selected as an outstanding alumni mentor representative to deliver the keynote speech at the opening ceremony of the CEIBS MBA programme, sharing over two decades of my professional insights with the incoming students: "The path to growth begins with a self-transcendence, is shaped by guidance from mentors, and is refined through lifelong learning." As a female leader, embracing the GEMBA Women's Leadership Club's philosophy of "To Dare, To Support, To Grow," it is my great honor to support the development of the younger generation. I aspire to be a strong source of support for them, passing forward the legacy of mentorship I once received, to build a spirit of “given" as a gesture that completes the circle of my career journey.

In 2016, transitioning from the role of GE's Asia-Pacific Trade Compliance Head to pioneering a startup consulting firm was the most thrilling metamorphosis of my career. By day, I transformed from a "guardian" of a multinational corporation to a "pioneer" of a startup, tasked with both client acquisition and solution refinement. By night, I cared for my critically ill father in the hospital. The GEMBA classroom became my sanctuary, teaching me that "true leadership emerges from rebuilding after being broken." With resilience and compassion, I steered the company to profitability a testament to perseverance that gifted me both professional accolades and the courage to reinvent myself. Through GEMBA, I not only gained knowledge but, more importantly, forged lifelong friendships rooted in mutual understanding, empathy, and affection.

Question: What personal trait has been most critical?
Cindy Chen: Resilience and warmth. Business requires resilience, while management needs warmth.

A Double Dose of Success

Among my most profound achievements in recent years are the following: Firstly, the brand I championed, Domino’s Pizza in China, achieved recognition and was successfully listed on the Hong Kong Exchange in 2023, more than doubling its value within two years. Secondly, I completed my GEMBA studies at CEIBS in 2024, an intellectually transformative journey that not only expanded my horizons but also profoundly deepened my sense of purpose and mission. The challenge lies in authentically fostering trust and cultivating influence across all levels, excelling in business leadership, empowering both teams and family through coaching oriented guidance, while demonstrating boundless vitality.

Question: What personal trait has been most critical?
Gening Wang: Delving into the root cause. There is always a path to greater excellence and efficiency.

A Journey of Discovery

I’m very proud that I’ve learned how to love myself and to bet on myself. Mental wellbeing is such an important part of being an effective businessperson. You make difficult decisions and manage business relationships all the time, and to do that effectively you have to know and love yourself. I’ve been in business for around 20 years, and self-doubt or ‘imposter syndrome’ is one of the biggest challenges I’ve faced. I used to doubt my capabilities and overall worth, but through experience, intentional growth, and immersing myself in transformational spaces, I have come to embrace that I am more than enough and have so much to offer to create an impact in our world.

Question: What personal trait has been most critical?
Dedo Kofi: Composure. This steadiness allows me to assess situations objectively and respond with clarity rather than react with emotion.

Advice for the Next Generation of Female Leaders

The phrase "girls help girls" frequently appears in social media discussions, bringing the act of mutual assistance among women into the spotlight. Female leaders, with their unique qualities, have not only achieved remarkable success in their personal careers but also set examples for those who follow. For young individuals who are just starting out in their careers or feeling lost in the workplace, these leaders have shared invaluable advice, hoping to illuminate the path ahead for the next generation.

Despite the tremendous energy women have exhibited on the global career stage, in most corporations, the number of women truly standing at the centre remains small. Women face a series of unique challenges on their path to senior leadership positions, including conflicts between family and career, internalised biases, and as they ascend to higher ranks, the shrinking pool of women, diminished support, and the lack of female role models.

Enhancing Leadership Skills

The CEIBS Global EMBA programme, which consistently maintains a female student ratio of 40% or higher with successive cohorts, tailors courses for women aspiring to enhance their leadership skills. These courses aim to inspire and strengthen the management and leadership capabilities of mid-to-senior level female managers, exploring how women can confront challenges, self-improve, unleash their potential, and bravely forge ahead to higher levels in the current cultural and business environment.

Exploring Future Directions

CEIBS hosts an annual Women's Leadership Forum, bringing together outstanding female leaders from around the globe to share experiences, wisdom, and insights. Through diverse perspectives, the forum delves into the charm and challenges of female leadership, shares practical cases and cutting-edge research, collectively ignites the inner strength of women, and explores the future direction of female leadership.

Empowering Female Leaders

Alumni of the CEIBS Global EMBA have jointly established the Female Leadership Club, providing a platform for female leaders to exchange experiences, broaden horizons, and deepen insights, empowering them to continue moving forward and create a better future together. The club is also committed to assisting younger generations of women, conveying goodwill, and helping more women achieve self-growth.

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