OF THE MISUNDERSTANDING OF CHINESE MANAGEMENT

Everywhere you look, there are Chinese products. Cars, appliances, air conditioning, computers, phones and even traditional Christmas products. A few years ago, there was only a Paraguayan fair, there was no Chinese car, no TV and no cell phone. Today, with 70 billion dollars of direct investment in Brazil, and with more than 80,000 direct and 200,000 indirect jobs (France has 500,000 jobs in the country), there is nothing you use that does not have China in the middle.

In the various analyzes of Chinese success, I remember when FIEMG had an office in Beijing in the 90s, we learned that every Chinese, no matter how humble he is, carries with him values of history of 6,000 years. This learning, incorporated into the behavior of Chinese executives, leads to a flexibility of tactical actions, within a strategic vision. They adapt to new challenges, are not afraid of making mistakes, and are bold in their actions. They respect leadership, I would say up to age, and build the company's success in teams. Even if through examples of unproductive employees they publicly show dissatisfaction with results, they have methods of participation in results that many Brazilian companies do not even dream of having.

The business models they apply are, even with North American management traits, different and are the main reason for the success of Chinese companies in the world. To begin with, Chinese companies are big in China, successful there, with fierce innovation and competition centers. I believe that there is no country in the world with such a high degree of competition between people and in society as a whole as in China. And of course, they have economic policies that stimulate innovation and competitiveness.

It is simple to accuse Chinese that they live on cheap, exploited labor and subsidies. The Chinese is very hardworking, very dedicated to work and has a mercantile culture incorporated into his DNA. To this, adding education, which is also competitive, you have a different employee from the Western one. More productive and more educated at all levels. He also has patience to negotiate and patience and agility to execute.

Business models differ from product, market and conditions of the country. But adaptability to these conditions is part of this model. It has rigidity in the substantial, which is to obtain results, to understand ourselves for good, profit, but boldness and agility to adapt. And as they say in the popular, they don't let go of the bone.

In Brazil we study China a lot in the macro aspects. Even mandarin. But little is studied and discussed and also learned from Chinese business management. We have dreams of studying in the USA, instead of studying in China. Business and political missions go there, come back speechless for lack of a foundation of deeper studies. And of course they lose in business because they are better prepared