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Juha Lassila

Past lessons for China's new joint ventures - McKinsey Quarterly - Corporate Finance - M&A - 0 views

www.mckinseyquarterly.com/...Chinas_new_joint_ventures_2717

china joint_ventures management

shared by Juha Lassila on 13 Dec 10 - No Cached
  • pair with local companies that explicitly share their strategic goals
  • agree on the scope of the partnership
  • Bringing only older technology to China.
  • ...13 more annotations...
  • Leaving the blueprints at home.
  • Keeping critical intellectual property completely out of a joint venture.
  • Charging for intellectual property up front.
  • map out critical stakeholders in and around the joint venture
  • ssign relationship responsibilities at multiple levels of the organization
  • developing interaction protocols
  • The CEO of a leading global insurer, for example, often teaches management practices at the Central Party School.
  • failures might have been avoided if the CEOs of the parent companies and the joint ventures’ future management teams had spent time collectively developing business plans and preparing for changes in market dynamics.
  • agree on key business priorities, such as volume versus value, channels, products, and target customer segments.
  • provide for direct reporting lines to their CEOs
  • assigned responsibility for China to a member of their management boards
  • When a European transportation company made China its second home market, for example, it elevated its China president to the global management board and sent its global CEO to China at least six times a year to meet with the joint-venture partners.
  • Preparing for breakup
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