产教融合谋发展，教学改革促提升。6月3日，华东理工大学商学院专业硕士全新培养体系正式发布，同时还举行了产教融合基地共建的启动仪式。为更好连接商业与科技、通过校企深度合作培养知行合一的经管人才，本次活动还特别邀请到了商学院客座教授、江森自控亚太区总裁Anuruddha Rathninde（朗智文）担任主讲嘉宾，为大家带来主题为“培养中国的年轻一代企业管理人才走向世界”的精彩演讲。

Anuruddha Rathninde（朗智文）

商学院客座教授

江森自控亚太区总裁

讲座干货分享如下：

Lifelong Learning Is the Cornerstone of Success

True knowledge comes from practice. I often tell my students that knowledge by itself has no value, it can only provide value if it can be applied. In other words, knowledge can only be realized when it is transformed into real outcomes and habits. But good habits are hard to master and require constant practice to grow muscle memory. It is not until after having years of practical experience that knowledge become real skills and the cornerstone of success.

Knowledge comes from different situations, and when the situation changes, old knowledge may not apply to the current situation. For example, business leaders encounter many problems at work when the general environment changes or the business changes and if they do not learn new skills; they will fail.

Why did this happen? In my opinion, a crucial reason for success is the ability to stay in a constant state of learning, which is what the Chinese do. I think the most learning country in the world is China, and many people maintain a lifelong state of learning. There is this philosophy in China that if you don't learn, you're out of business.

Nowadays, many universities will use this kind of education: teachers provide students with a lot of learning tools and models and let them use different tools to solve problems. After a few years, new learning tools appear and they replace the previous ones, which shows that education in business administration is evolving. We need to keep learning and updating our knowledge system to ensure the ability to succeed.

Why Develop Global Leadership: Characteristics of the Evolution of Chinese Enterprises and Leadership at Different Stages

Today I want to talk about how the younger generation of Chinese management talent can develop into global talent. Not only to become talent within China, but to become successful talent on a global scale. When talking to many leadership talents and managers, both in school and business environment, many of them think that there is enough business demand in China, that being successful in China is enough, and there is no need to become a global leader.

But I don't think so. I share my views with them and tell them why they need to become global management talents. I want to explain this point of view with specific examples and data.

The evolution of Chinese enterprises and leadership has different characteristics at different stages. Before 2000, during the period of more than 20 years from 1978 to 2000, China was in the period of reform and opening and established the socialist market economy system. This stage is the version 1.0 of China's economic development. In 1999, China joined the WTO, many foreign capitals entered the Chinese market, and the market construction was improved and unified.

In the 1.0 stage of China's economic development, most people worked in one company for almost their entire lives. During this period, relationships between people were more important than performance. In other words, lifetime employment made relationship-driven leadership very important during this stage.

After 2000, the market changed, and economic development was upgraded to version 2.0. From 2001 to 2015, the market ushered in explosive growth, and China entered the stage of free market development. In the automotive industry, for example, the annual sales volume of cars in China was 2 million units in 2000. By 2018, China annual car sales was nearly 30 million. Not only the automotive industry,but all the other industries showed explosive growth and China became one of the largest markets in the world for many industries.

What has changed in the development of Chinese companies between 2001 and 2015? What has changed in the development of Chinese companies between 2001 and 2015?Most managers of multinational companies are foreigners. Why did this happen? Because during this period, although the Chinese market was growing very fast, the technology and management systems were not kept up to date with the trends. Most of the Chinese leaders are not competent for the role of managers. The foreign managers of multinational corporations mainly came from developed countries in Europe and North America. During this period, multinational corporations began to import management experience and advanced technology to China and train Chinese leadership talents.

From 2016 to 2025, the Chinese market reaches a matured stage of development, ushering in version 3.0. The growth rate of the market slows down in this period and shifts from the pursuit of quantity to the quality development. China begins to develop local technology and management systems and develops an independent and autonomous leadership system.

At this stage, if you ask the leaders of any multinational company, "Where is your best factory in the world?" They would all answer that it is in China. Not only the factories, but also the best project managers, operational management and factory operation systems are in China. The progress of Chinese companies is demonstrated by their ability to develop autonomously and be self-sufficient, especially in terms of business leadership. Multinational companies have more and more Chinese management talent and fewer foreigners, even at Johnson Controls.

Chinese leadership is on the rise, and these leaders are very capable and talented. We should be aware of this.

I've noticed that Elon Reeve Musk often refers to Chinese companies as the best in social media. Last week he visited the Tesla giga factory in Lingang, Shanghai. He believed that the staff here could do many things that enterprises in other countries could not do. Their work ability is excellent.

After 2025, the Chinese market will usher in version 4.0. What should China do to develop its business and leadership in this new era? I think continuous learning is necessary. It is precisely this ability that enables Chinese enterprises to achieve self-sufficiency.

The changes in Chinese business and leadership at different stages show that leadership evolves with the times. Even if success is achieved at a certain stage, many technologies and skills will become obsolete if leadership is not upgraded, making it difficult to maintain success in the new era.

In addition, cultivating leadership talents is a top priority. This is because the Chinese economy has a very important position in the world. Many foreign investors and brands have entered the Chinese market and made significant investments. These investments projects have high profits and revenue share of the global business making China the most important region for many companies. At the same time, they also appreciate the level of technological development and the speed of China, which is why many foreign brands and enterprises choose China. China is developing so fast that they want to get on this fast train.

So how are Chinese companies developing? As you can see, Chinese companies have a global business footprint, such as the financial sector, where there are Chinese banks anywhere in the world. In addition to banks, there are Lenovo, Haier, Fuyao Glass, etc. These companies are also located abroad. The development of the financial, manufacturing and new technology industry is all moving towards globalization. Whether it is foreign investment in China or Chinese companies all over the world, it shows that the trend of globalization is irresistible.

To better face globalization, the Chinese government has initiated the "the Silk Road Economic Belt and the 21st-Century Maritime Silk Road" policy to collaborate with high-quality enterprises worldwide, promoting connectivity in business, products, and services. Openness and connectivity benefit the global economy, which is why the B&R policy has received so much attention. It is important to understand that globalization is an inevitable trend for both governments and companies, and so is global business. It is very important to know that we cannot only focus on the Chinese market and projects.

Properly Face Globalization, to Nurture Managerial Talents with Advanced Knowledge and Practical Ability

We need to be ready to keep learning, to be self-sufficient and to go global. I am looking forward to Chinese leaders to take up important roles and making significant contributions on the global stage.

It is not hard to learn in business school, but it is hard to practice global leadership. How do we practice and exercise leadership? When teaching the course of Strategic Management, I think this course is one of the best ways to learn about strategy and leadership because strategy talks about how to achieve success. A solid value system is very important, and a strong psychological state is also a very distinctive feature of the Chinese people. If we can better utilize them in the process of globalization and add some global concepts, we will be one step closer to success.

China has a long history of over 5,000 years, and the Chinese people should be proud of the fact that their values are shaped by a value system that has been passed down from generation to generation. Especially in this process of developing leadership, it is important to preserve and inherit the Chinese value system, and on this basis to integrate an international and modern vision, which is more conducive to develop a global leadership with Chinese characteristics.

I would like to share with you some experiences about how I have developed talents and trained managers at East China University of Science and Technology and in my company.

When I was at Aptiv, we had created a leadership development program that provided training courses to 180 middle and senior leaders in China, teaching them learning models and transformation of thinking for a total of nearly 50,000 training hours.

The School of Business at ECUST can help transform leadership talent by promoting leadership development through new learning models.

At Johnson Controls, we launched a project called ”ONE JCI Leadership Excellent Program”, which provided training courses to 101 leaders in China. Several professors from ECUST participated in this program, and I’m grateful for their participation and contribution. It was an excellent program. At the same time, we have created a culture of lifelong learning and deep integration with the industry, which is very important.

Compared to the past 20 years, today's university education is becoming more and more advanced. The teaching facilities, educational quality, and teaching environment are all excellent, and this trend of progress should always be maintained. Last month, we invited foreign leaders to visit China from countries such as Japan, Australia, New Zealand, India and Singapore. With our introduction, they learned about the changes and progress in China and gained a lot of new knowledge. Surprisedly, they realized that it is a mutually beneficial partnership, Chinese leaders need international development and practice, while foreign leaders also need to know China better.

In such events, we always talk about complexity. Complexity is a characteristic of constant change and unpredictability. Globalization is a long-term process of facing complexity, which requires high ability to tackle complexity. We need to continuously learn and adapt to cope with such changes.

The correct mindset is crucial. It is difficult to cultivate such a mentality in western education, but the wisdom of the east naturally cultivate and educate on the correct mindset. Therefore, it is very important to inherit Chinese values and mindset from ancient times to the present. We should be able to deal with complex situations and maintain the status of lifelong learning.

Finally, I would like to re-emphasize the importance of being prepared for global leadership. Global leadership is not the ability that can be possessed in the short term, but rather requires long-term persistence and practice. We need constantly participate in business development and gain more personal experience.

At the same time, it is necessary to be rooted in the Chinese nation, adhere to the values of ancient wisdom while integrating modern, globalized and advanced ideas, as to nurture managerial talents with advanced knowledge and practical ability.