The Final Frontier
Besides the challenges on the ground in China, there is the challenge of distance (and in some countries, time) for those trying to maintain a link with those back home. Wan, for example, eventually left Midea, returning to the US because the job was putting too much stress on his family relationships [ital](see "Life in China")[end]. But not a week goes by that he doesn't hear about another CIO opportunity there. "I get calls from China all the time, asking me to come back," Wan says. "The demand for qualified IT leaders over there is only going to increase."
But the real lure of China is the unique challenge it presents to CIOs. The frontier, after all, has always called out to pioneers, promising the satisfaction and glory of triumphing over difficulties, the more exotic the better.
"Change management here in China is more complex and takes more time," says Brennan. "You'll definitely run into roadblocks. Some are political. Some are organizational. Others have to do with a lack of local vendors and consultants. It's not a good environment for someone who's easily discouraged. But if you keep at it, you'll find the positive spirit over here."
"What drives me personally is looking at where can I make my mark and leave something that's very memorable," says Bandrowczak. "If you think about the story of Lenovo, a Chinese company that's trying to compete in a global market in an industry that's very tough - and at the heart of its success or failure will be the enablement of IT - that's a story that will only be told once. And that's the job I signed up for."
Life in China
The career opportunities are huge. But so are the costs to your family, your health and your freedom
As CIO of Lenovo, Steve Bandrowczak shuttles back and forth between New York and Beijing once a month. The travel is tough. "The biggest sacrifice is to your family and to yourself," he says. But that's just the cost of doing business for corporate IT executives today. "Anytime you're in a global leadership position, you're going to spend a significant amount of time travelling."
The bigger leap is moving to China for an extended period of time - or for good. Most foreign CIOs will move into an expatriate community - either apartment complexes or gated communities. "There's Starbucks, health clubs, western style shopping," says Matt Brennan, who lived in China for five months as the interim CIO for automotive parts distributor Asimco. "It's nice."
But there are challenges. Health care is not up to Australian standards. And those executives who bring their children will have to pay for expensive private schools. Pollution is a problem in every large Chinese city, as is the lack of freedom to move around the country.
Yet living and working in China may be more difficult for Chinese nationals who return from other countries. When Charles Wan became CIO of Shenzhen-based appliance maker Midea, he moved his family to a large employee housing compound, where there was a garden, a pool, a restaurant and a school - "everything clean and organized," Wan explains. "But outside, it was a different world: dirty, noisy, busy and crowded." His American-bred daughter rebelled. "This place stinks," she told Wan, and never wanted to venture outside the walls again. After several visits, his wife and daughters decided life in China just wasn't for them.
There is also widespread mistrust of Chinese who return home after years in other countries. "Even though the government wants to welcome back overseas Chinese, people inside China perceive us very differently," says Wan. Still, Wan remains captivated by China's potential. He's seeking out a patent for new technology that would serve both the Chinese and global market, and hasn't ruled out a full-time return to his native land.
SIDEBAR: Managing IT in China: DOs and DON'Ts
DO seek out a local lieutenant. Someone familiar with the local landscape and with connections will prove invaluable.
DON'T automate everything. Sometimes a technology solution is not appropriate, and manual processes may prove cheaper.
DO attempt to learn the language. Or, at least a few words. That shows respect.
DON'T import your management style without modification. What works in terms of motivation or communication back home may not go over as well in China. Keep an open mind and learn what works and abandon what doesn't.
DO get out of the office. Visit the Forbidden City. Eat in local restaurants. All work and no play makes for a dull CIO. And cultural immersion will not only benefit you personally but professionally too.
DON'T meet reluctance with force. There's nothing worse than an overbearing expat. Approach challenging situations with patience and empathy. Understand the rationale behind resistance before deciding how to overcome it.
DO make sure you have your family's support. Eighty percent of executives going to China on an assignment are accompanied by their families. Even if you're not living in China full-time, constant travel back and forth will affect your home life. If your family's not happy, you're not happy.
DON'T assume you'll have local software and IT services support. The local market is still underdeveloped. Have a plan to fill in the gaps.
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