globalization? world class!

The Cheung Kong Graduate School of Business has been destined to be different since its inception. This difference is not only reflected in its lofty ambition to become one of the top ten business schools in the world, but more importantly, a set of differentiated development strategies: with the vision of "seeing the earth from the moon" and the vision of "taking momentum, knowing the way, and excelling in skills" The way of thinking to achieve the expansion of the business school, through the "Romance of the Three Kingdoms" of management education in Europe, Asia and the United States to become a world-class business school. When it comes to the internationalization and localization of management education, Xiang Bing, the dean of the Cheung Kong Graduate School of Business, known as a "reverse thinking brainwashing professor", has his own opinions.

"Professor Jiuduan" is the core

You have repeatedly emphasized that you want to be a world-class business school. What matters most to a world-class business school?

At the heart of the School of Business are world-class professors and the ideas they bring to bear that have had a major impact on management practice. Regardless of internationalization or localization, in order to produce original management ideas that have an impact on world management practices, professors must be 9-dan. This is a must for any serious business school. If the teaching staff is not in place, the strategy and tactics of the college's development will become empty talk. Our business school will also stay in the stage of show-making dominated by marketing and marketing and rankings.

In today's globalized world, it is far from enough to have a local understanding, because our national enterprises are facing global competition and competition between chains and chains. Realizing the seamless connection between China and the world in management is a necessary condition for serving Chinese national enterprises to cope with global competition.

Changjiang's approach is that everything starts with a Chinese professor at Jiuduan. There are two conditions here. First, they must be world-class scholars with a global perspective. Changjiang's faculty are basically hired from existing professors in the world's top management schools. Another point, our first batch of professors are mainly Chinese professors. Chinese professors will stay in Changjiang full-time to concentrate on their research, and there are no language and cultural barriers.

With the support of these professors, Changjiang has basically realized the seamless connection between China and the world in the field of management in three years. This connection goes beyond the struggle between localization and internationalization, as well as the contention between middle school and Western learning. This has become a treasure of the Yangtze River that we can stand alone in the world.

The path we take also goes beyond independent, self-reliant thinking. It takes an average of five years to train a doctor of management majors, and the rejection rate of doctoral programs in the world's top business schools is very high. It takes five or six years to go from assistant professor to associate professor after graduation, and the elimination rate is also very high. If it is independent, one is that it cannot quench the thirst of the near future, and the other is that the investment risk is relatively high. We adopted a strategy of starting everything from Jiuduan and bringing global talents together for me.

The development of business schools is in line with the development of Chinese enterprises. The development of Chinese enterprises will take into account the speed and timing. You said that Changjiang has completed the phased goals ahead of schedule. I heard that in May 2006, another EMBA class will be opened in Guangzhou. Is school going a little too fast?

We propose to become the world's top ten in ten years. The main consideration is not the Cheung Kong Graduate School of Business itself, but the development of the Chinese economy and Chinese enterprises. We believe that the time left for Chinese companies by international competition may be limited. First, the global market is further integrating at an unprecedented speed; second, major competitors already have the ability to integrate global resources, while few of our national enterprises have a global vision and the ability to integrate global resources; third, mainstream The mainstream products in the market are basically "famous flowers have their own owners", leaving non-mainstream products. Therefore, the new international situation and industrial layout have left little room for development for Chinese enterprises, and there will not be much time left for us.

Our development mainly depends on the increase of investment, relying on many people, working hard, working hard, and squeezing hard-earned money from employees. This development model and thinking urgently needs to be changed. We must have a new thinking, a new vision and a new business model to help our national enterprises to better face global competition.

Our goal to be among the top ten in the world for ten years is in this context. Of course, we did not propose this goal blindly. We have three three-year plans, and the phased goals are very clear. We believe that in order to surpass, we must rely on the innovation of vision and thinking, and the subversion of business models. It's impossible to just replicate step-by-step.

How do we do it? The first stage, the first three years of Cheung Kong Graduate School of Business, from November 2002 to 2005, will achieve two goals: the first is to become one of the best business schools in China, and the second is to build our first "Zhenshan" "Treasure": The seamless connection between China and the world in management concepts and practices. For Cheung Kong to become the world's top business school, it must be differentiated.

The second stage is the next three years or so, in the field of management education, the global "Romance of the Three Kingdoms" in Europe, Asia and the United States will be staged. This includes the precipitation of the college's reputation, the construction of alumni associations, the improvement of the process system, and the development of project innovation. It also includes a team of professors who not only understands the situation of Chinese enterprises but also has a global perspective, and can form original pairs of ideas in some aspects. Management thinking, which has a significant impact on management practice, has formed its own uniqueness in some traditional disciplines. Because we must generate ideas that have a significant impact on world management practice in order to be a world-class business school.

The third stage is integration across continents. In fact, if the second stage can be completed, the goal of the top ten business schools in the world can basically be achieved. The second stage is very important, to integrate Asian resources and build Changjiang into a super business school in Asia. In order to cultivate world-class entrepreneurs for China, we must integrate global resources, not only teaching resources, but also

student resources. We must allow the best students from Europe and the United States to communicate and collide with our Chinese students. Opportunities, at least I think that it is still difficult to cultivate a group of world-class entrepreneurs just relying on Chinese people to collide with Chinese people.

How exactly did you do it? For example, how to keep professors? How to integrate the Chinese market into the global market?

Firstly, the rapid development of China's economy is our biggest "east wind"; secondly, the strong support of the Chinese government and foundations is the premise and foundation for the development of the Yangtze River; thirdly, the attractiveness of the Yangtze River is to give professors a "dream" ”, that is, to build a world-class business school for China, cultivate a group of world-class entrepreneurs for China, and rank among the top ten business schools in the world within ten years. Such a future is magnificent, and this future is worthy of everyone's efforts. Of course, just having a dream is not enough, we also need to have a set of systems and strategies that match it, and we need to let these professors who are interested in this dream know that this dream is achievable.

The system of "professor governance" has become a necessary condition for attracting world-class professors to join the Yangtze River. This governance system makes professors feel involved, and professors have a significant impact on the school's development direction and strategy. The appointment, appointment, promotion, and other important academic decisions of Professor Chang must be approved by the professor committee, and two-thirds of the professors must vote by secret ballot. After the vote is passed, the dean only has the right to veto. In addition, professors' governance must be matched with a world-class committee of professors to avoid the problem of "Wu Dalang opening a shop".

At the same time, it is worth mentioning that Changjiang's differentiated strategy in research topics is also an aspect that attracts professors to join. For example, we are all private enterprises, and private enterprises in Shandong may be different from those in Xinjiang. The world's big business schools have little and systematic research on the competition and cooperation of different types of enterprises in less developed markets, and the competition and cooperation of different types of enterprises in less developed markets requires new theories and new thinking .