战略决策--Bringing+best+practice+to+China.pdfVIP

O P E R A T I O N S 4 Bringing best practice to China As the country merges into the world economy, best practice in China will become best practice globally, products developed in China will become global products, and industrial processes developed in China will become global processes. Jimmy Hexter and Jonathan R. Woetzel Article China is at a turning point, and practices once good enough to support a market entry strategy at a no longer assure success. glance W hether a company views China as a manufacturing base, an attractive market, or both, world-class execution will be necessary to succeed, and success in China will be needed to survive not only there but around the globe. As China solidifies its roles as a market, a global manufacturer, and a talent pool, executives will find that they must lead in China to lead in the rest of the world. Unique practices developed to enter the market will no longer suffice in China’s increasingly competitive environment, particularly if Chinese operations are held to lower performance standards. Instead, multinationals must lead with their strength: world-class processes honed over many years in established markets and adapted to Chinese realities. How do your operations in China stack up, measure by operating measure, against what your company is doing in Europe, Japan, and the United States? This may be a more critical question than you realize: within a decade, if your organization in China isn’t a star in your company’s performance firmament, you may be in trouble—globally. This question is also a very complex one to answer. Thousands of multinational companies of all sizes, including more than 460 Fortune 500 co