In the face of complex changes in international economic and trade patterns, multinational enterprises have accelerated the adjustment of the global strategic landscape。
At the second multinational business forward-looking summit, held on 18 march, the chief executive officer of china, liu minghua, of deloitte qin, stated that, against the backdrop of increased international environmental uncertainty, china had provided a stable operating environment for multinational enterprises with institutional openness. At the same time, innovative eco-acceleration, driven by a combination of high-end talent, complete industrial chains, rich application landscapes and efficient systems, is deeply integrated into global research and development networks. A growing number of multinational enterprises are no longer limited to viewing china as a production base or a marketing market, but upgrading it into a global strategy hub for synergy between research and development centres and industrial chains。
Based on long-term observations and in-depth interviews with the market, detachon’s partner, li jia ming, in charge of foreign firms in china, has analysed the position of the chinese market in the global strategy for multinational enterprises, despite the lack of global economic growth momentum and uncertain prospects. This is reflected in the acceleration of the role of china, the localization of multinational enterprise practice 2. 0 and the upgrading of the global role of the chinese team。
Against the backdrop of a deep re-engineering of global industrial chains, china has not only been a centre of global procurement and manufacturing on which multinational enterprises rely, but has also accelerated its rise as a key source of global innovation. It has been observed that multinational enterprises are undergoing a profound transformation in the geography of china — from domestication of deep tillage “in china for china” to strategic empowerment “in china for the global”. In the areas of energy transformation, biotechnologies, the digital economy and advanced manufacturing, china is fostering a new wave of innovation。
Second, multinational enterprises are practising localization of 2. 0. In the face of china’s technological overture acceleration and deep re-engineering of global industrial chains, it is imperative that multinational firms move beyond the traditional “localized” thinking to build new types of competitiveness that can both plough the chinese market and empower the global configuration. The leading multinational enterprises have begun a strategic leap from home-grown innovation to global growth, the digitization of business models, and enabling decision-making to improve responsiveness。
Moreover, as a growing number of multinational enterprises position china as a strategic high ground for competitiveness, the ability to attract and retain high-quality r & d and managerial talent has become a key entry point for global strategic success or failure。
According to deloitte, localization of talent is accelerating. An increasing number of enterprises are focusing on fostering indigenous leadership and promoting a strategic shift from “implementors” to “decision makers”, from “participants” to “leaders”, and from “externalers” to “indigenous symbiotics”. This has not only enhanced the agility and market responsiveness of enterprises operating in china, but has also led to a new paradigm of reverse empowerment “in china, for the world”。
