演讲嘉宾Dr.Nandani Lynton简介

http://www.sina.com.cn 2007年03月28日 16:08 新浪财经

  2007年4月5日至4月7日,由美国马里兰大学史密斯商学院和美国圣地亚哥大学主办的2007全球领导力峰会将在上海举行。主题旨是令各种关于领导力发展的理论和实践相互碰撞,最终实现更卓越的领导力这一共同目标。以下为演讲嘉宾Dr.Nandani Lynton简介:

  Nandani Lynton

  1. Copyright 2000-2007 by The McGraw-Hill Companies Inc. All rights reserved.

  China's Innovation Barriers

  Nandani Lynton of Thunderbird says the obstacles include a monolithic, hierarchical culture that frowns on boundary-breaking

  by Nandani Lynton

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  Innovation is the buzzword in China these days. The mainland overtook Japan this year to become the world's No. 2 investor in R&D after the U.S. The government has declared that by 2010, China will be an innovative society.

  And the World Economic Forum's China Business Summit, held in Beijing this September, was stirring with talk of innovation, with panelists highlighting the sharp increase in Chinese patent applications, the strength of mainland companies such as Huawei, and 5,000 years of Chinese inventions.

  But there were questions as well. In initial results of the WEF's own competitiveness survey, China languished in 48th place for innovation. The scores for education and health, higher education, and public institutions were also poor, hovering below 60th place.

  These factors are not unrelated. WEF participants, representing a mix of private and public organizations, listed two areas that government and companies need to focus on to boost innovation in China: intellectual property rights and talent management.

  Real innovation depends on several interlocking factors. It includes having talented people—not only scientists but also entrepreneurial thinkers—who are interconnected with companies, government, universities, suppliers, and customers, and able to work across disciplines, according to the Council on Competitiveness' 2005 National Innovation Survey and Going Global reports.

  Communication for Innovation

  These people also need supportive regulatory and legal frameworks, a good communications infrastructure, and capital. Finally, it is important to have manufacturing capability to fuel innovation.

  In fact, in the U.S., manufacturing companies provide 75% of total industry R&D funding. While the mainland's legal and regulatory framework still needs work, it seems to have the other necessary factors covered. So why do so many doubt its ability to become an innovative society?

  Innovation is about boundary spanning. A good example is GE's development of LCD terminals for cockpits. While these were never used in a plane, the idea led to digital imaging devices that are now used widely in place of X-rays. This kind of cross-fertilization cannot happen without communication across departments, business units, or national borders.

  And the competition is high. Research is truly becoming globalized, with investment and labs going wherever they find the brightest people and the best conditions. This means that innovation will go where you find not just technological knowhow but also the skills needed for boundary-crossing: openness, complex communication, and creativity.

  Exclusionary Tactics

  The very structure of Chinese society has inherent barriers to innovation. The country's monolithic culture, growing from a predominantly Han-Chinese tradition, and a deep tendency toward strong hierarchies, does not encourage thinking in new ways or including outsiders. This makes it difficult to understand new markets, to think creatively, or to accept eccentrics.

  Chinese have a strong group focus, and prefer to work, communicate, and share information with people they know and trust. They often exclude anyone from another department or division even within the same company or university, much less from outside the organization.

  All these habits discourage appreciation of different types of thought, behavior, or people. That stifles the kind of cross-fertilization and cooperation that multinationals tap to boost innovation.

  Big global companies benefit from spending the time needed to meet local requirements for cheaper, better, differently featured products. The lessons they learn in one country can then be spread to comparable markets around the world.

  Breaking Through the Status Quo

  What you see in China is a focus on the boss and on the "right" way of doing things. When you add to the equation the fact that manufacturing in China subsists on such tight margins, there is not much left for R&D. And even the best universities in China need to take creative energy and focus it straight into applications to turn a profit quickly, perhaps as a spin-out company, rather than offering space for experimentation.



  Multi-culturalism at its best

  琳敦博士 Dr. Nandani Lynton, President Of Lynton Executive Resources (Photo by Dr.Nandani Lyntoni)







  琳敦博士认为在一些领域文化障碍仍然是一个挑战。在报告问题的时候,似乎中国商人比起他们的西方同行来有更多的保留。“我曾有过与一些极佳的团队愉快的共事经历。”她说,“团队里大部分是中国人,但总有一些来自其它国家的人。我感到我们配合得十分融洽。我们信任对方,一起玩,而且我们一起努力工作。但是当出现真正问题的时候,他们却不告诉我。我觉得很受伤害。我想,‘怎么了?那为什么我的中国同事不来告诉我是什么困扰着他们呢?’我发现这里面有一个规律。 如果有另一个外国专家时,有人会告诉那个外国人,而他会来告诉我。也有时候,他们会选出一个级别较高的中国人来告诉我。有意思的是,当面临压力的时候,老传统总会占上风。几年来,我曾经有过多次这样的经历。每次当这种情况发生时,我就怀疑,‘天哪,我还是干不好。’”


  Dr. Nandani Lynton is fascinated by the fact that, when working in China, cross-cultural differences become irrelevant. "It's always a multi-cultural situation. And who better to discuss multi-cultural relations in business than a German consultant, brought up in India who speaks English with a pure, unmistakably American accent? With long blonde hair, bright blue eyes, a first name that in India means bringer of Joy and a clear accent acquired from years of studying, teaching and researching in the US, she is still German enough to speak in terms of "We Europeans".

  "I really landed here by mistake, out of a sense of adventure. That was in 1993. Since then, she has seen drastic changes in China, all of which are mirrored in the area of consulting. "The areas in which consulting is being offered have vastly increased. Before, it used to be that anyone who had any knowledge could find something, and probably get paid some amount to tell people how to do it. And then, the brand names began to be known. Now, there are so many specialists. There are specialists for IT consulting, there are specialists in the retail area, there are specialists in Human Resources. As a result, there has also been a huge explosion in the number of Chinese consultants, she says.

  China is a very unique and colorful place to do business. According to Dr. Lynton "any foreign company in China, never has only Germans, French or Italians working there with the Chinese. Chances are they'll have other Europeans, perhaps an American, or Australian or other Asians. And what I find fascinating is trying to discover what that means for management style. I think it has something to do with developing a new attitude. I'm going to maybe call it a post-colonial attitude. Many people and companies came to China thinking 'We're going to show them how to do something. That was a very colonial attitude [and] many Chinese had it too. But when you get this mix working well together, it means people have learned to go beyond that. Not just to be accepting, but to actually step away from all the cultures including their own. And find a different way to work together."

  Dr. Lynton has several success stories about multicultural management. "I was working with a team of eight people, top management, from eight different countries. They wanted some assistance because they felt that the whole company had a vision that they agreed with, but they thought it wasn't very relevant to China. They were thinking, 'What are we going to do in China?' I was with them for two days,?Dr. Lynton says, "and just by the way that they interacted with each other, respected each other and exchanged views, and that by the end they had come up with such a powerful programme, and a statement of a total roll-out of a company culture change. It was amazing, watching a team like that. The language wasn't a problem, the culture wasn't a problem."

  There are still some areas in which Dr. Lynton believes cultural barriers remain a challenge. It seems that when it comes to reporting problems, Chinese business people are more reticent than their western counterparts. "I have a great time working with wonderful teams? she says, "mostly Chinese, always a few people from other countries, and I feel that we worked together well, we trusted each other, we had fun together and we tried hard. But when there was a real problem, people wouldn't tell me, and it hurt me. I thought, 'What's wrong? Why won't my Chinese colleagues just come and tell me what's bothering them?". I found there are patterns. When there was another foreign consultant, somebody would tell that person, and he would eventually tell me. There were times when there were no resident foreigners and then one of the more senior Chinese would be elected to come and tell me. What I find interesting is, when there is pressure, old traditions override the new behavior. Over the years, every time it happens, I feel like, 'Man, I haven't quite made it.'"

  In the near future, she intends to write a book about how to successfully build a business in a multi-cultural working environment.


  ”"Not just to be accepting, but to actually step away from all the cultures including their own. And find a different way to work together.

  3. Copyright 2005-2010 安阳市文峰区人民政府All Rights Reserved


  琳敦(Nandani Lynton) 博士现为美国雷鸟国际工商管理学院亚太区高级管理教育副院长、美国雷鸟国际工商管理学院环球商业管理教授。

  在加入雷鸟之前,Lynton博士是睿创管理咨询有限公司的创始人和执行总裁。这家位于北京的公司主要提供组织机构和人力资源方面的咨询服务。该公司于2000年10月与德国的Haarmann Hemmelrath 管理咨询公司合并,Lynton博士出任新公司的高级合伙人至2004年。

  Lynton博士1993年来到中国,拥有12年为公司和国际企业提供国际咨询服务的经验,长于组织发展,变化管理,人力资源系统及跨文化管理。在欧洲、美洲和亚洲,Lynton 博士为世界财富



  除了为公司提供咨询外,Lynton博士在国家政府部门的成就包括帮助德国联邦政府、研究机构和多边融资机构设计和实施项目。她还在康奈尔大学、Cologne 大学和杜塞尔多夫大学任教和做研究。 她与上海交通大学管理学院的教授和研究生们一起为合资企业设计培训课程。Lynton博士是Chapel-Hill 的北卡罗莱纳州大学的助理教授,负责该校和北京联合医科大学为期5年多方位的访问 学者项目的管理培训。

  自1995年以来,Lynton 博士创办了北京培训师网络并任主席,组织了北京人力资源论坛,并且在北京的“美国商会“,“

  澳大利亚商会”和Rotary 俱乐部的董事会和委员会任职。她的公司于1998年获得China Staff / Euro Money的最佳中国人力资源咨询公司称号,而她自己也于1999年获得该组织的特殊荣誉:中国人力资源杰出贡献奖。

  Lynton博士获得康奈尔大学的人类学和组织行为学的硕士学位和博士学位。她的国际经验包括印度、美国、洪都拉斯、德国和中国。Lynton 博士能讲流利的英语和德语,并能用汉语交谈。她经常就组织和管理问题在亚洲、欧洲和美国发表演讲和文章。

  4. From Sina

  Nandani Lynton:跨区并购重要是找到核心业务


  Nandani Lynton:








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