La China Business Review publie un petit témoignage intéressant sur le gap managérial qui existe entre les groupes internationaux chinois, et leurs collaborateurs américains:
"Senior executives at Chinese multinationals tend to lack personal experience working in the United States. Without understanding the American business operating environment at the executive level, conflicts can arise with the company’s US-based leadership. Mark McMillan, former director of design engineering at Chinese athletic company Li-Ning, was one of the founding team members of its US operations. In September 2010, one and a half years after McMillan started working for Li-Ning, his US-based boss offered him a promotion to a global product development role based in Beijing. However, the Beijing management team did not agree with the decision and withdrew the offer two months after McMillan accepted and the promotion had already been communicated to his colleagues in Oregon.
Multiple general managers of North America from Chinese companies told (the author of the article) they began their roles excited and optimistic, only to later complaining they had virtually zero decision making authority and the corporate office in China had highly unrealistic expectations for the American business."
Intéressant témoignage qui doit être rapproché des expériences vécues par des managers français dans des entreprises chinoises. Etre managé par un patron chinois, c'est confronter deux visions du monde, de l'individu, du leadership.
