Global Business Forum, BA 545

Linda,

Thank you for taking the time out of your busy schedule to share some of your insights with us.

I have two questions that I am curious about but what not able to ask during today’s session.

1) With so few expatriates in China given the extent of your operations there, how do you go about setting up a new factory? Finding and hiring employees (both managerial and line workers), ironing out the kinds before production starts, etc?
2) Even though you have so few expatriates in China, I am assuming they fill the top of the org charts over there. Do the Chinese Managers one level below these expatriates ever feel like they are butting up against a glass ceiling, or is this something that doesn’t happen over there?

Thanks Linda,

Jonathan Oakdale

Thank you for sharing your successful experience in Chiana. I really enjoyed your speech. I have a question.

I guess there has been some conflicts with local personnel and American staffs, casued by cultural difference.

If any, would you tell me something about it which future business men could face
and how your company addressed the problems?

Thank you

Kim, Taehee

Dear Linda

It was a pleasure to hear from you today. And I’m adding yet another question to the pile here.

I didn’t get a chance to ask about the Washington State China Relations board. Besides Danaher’s perspectives on China and the concern on rising salaries etc, what are the concerns of other members of the board? Is the board or the Trade Alliance able to create dialogue with partners in China on these topics?

Thank you.
-Veena

Thank you for your interesting speech. I really enjoyed listening your real story.

I have a question about the business in China. Your company’s business depends on China so much in terms of sales, factories and etc. However, Chinese economy is not so good these days. I’d like to know how your company copes with this difficulties.

Many thanks and many regards,

Jong Kyoon Kim

Hi Linda,

Thanks for a great session! I’d like to add a question to those already posted. You mentioned the psychological assessment Danaher uses to vet candidates as well as known success factors and “derailers.” I’d be interested to know a bit more about this process to the extent you’re able to share. Thanks in advance for taking the time to respond to our questions!

~Sarah Arkoosh

Thanks for giving us your deep insight into China.

The issue for raising labor cost in China is new to me.

I think Chinese government has frequently changed the regulations (e.g. labor law as well as enviromental law) that are applied to the companies.

#How does your company prepare or cope with the change of legal matters?

As for training the people, does you company adjust the training program to each country (e.g. China) based on the labor practice and culutre? or provide universal (uniform) training program to all the employees in the world?

Thanks

Masahiro Nishida

Thanks a lot for your good speech, Linda.
You mentioned US engagement in the MBA program of China’s top universities, do you think high education is one of most important export US offers to the world?
In addition, as fas as I know, current Chinese graduates prefer working in a foreign company rather than domestic industries. Salary is a crucial concern, but more important, they begin to perceive that experience in a world renowned corporation benefit their future career promotion. For example, the “big four”( kpmg, pwc..) is still a popular and desirable working place for new graduates due to its fame and international-focus, although the working condition and benefits are not so competitive in terms of long working hours and heavy working load.

Thank you very much Linda for your informative speech this Monday. I was very glad to know the great emphasis Danaher lay on the Chinese market and the significant growth rate of the current domestic business (20%). Also, the outstanding team culture in Danaher China was very impressive.

Yet, it is a little disappointing to know that the there is a lack of really capable “strategic planner” in domestic market. I believe there might be some “knowledge gap” between two markets, but I’m also wondering whether it is an issue of “trust”. Would a foreign company really trust a complete domestic leadership team (without any expatriate) to do strategic planning?

Wish you a fruitful business trip to China and look forward to hearing more thoughts from you after you come back.

Jing Gao

Thank you very much Linda for your informative speech this Monday. I was very glad to know the great emphasis Danaher lay on the Chinese market and the significant growth rate of the current domestic business (20%). Also, the outstanding team culture in Danaher China was very impressive.

Yet, it is a little disappointing to know that the there is a lack of really capable “strategic planner” in domestic market. I believe there might be some “knowledge gap” between two markets, but I’m also wondering whether it is an issue of “trust”. Would a foreign company really trust a complete domestic leadership team (without any expatriate) to take up strategic planning, even though they have the capability to do that in future?

Wish you a fruitful business trip to China and look forward to hearing more thoughts from you after you come back.

Jing Gao

Thank you for your interesting speech, Linda. I think human resource management is the chief element of success for localization. From that point, Linda gave us deep insight into localization strategy.

Specially, China is now called the “World’s factory.” It means China is a point of strategic importance for multinational business. However, Chinese economy is not good situation these days and government regulation is complex.

Danaher China’s story was very impressive and I wonder how Danaher can overcome these bad econimic situation based on the human resource management and localization strategy in future.

Thank you
Chul Choi

What is the target internal fill rate for Danaher in each country where you do business? How have these metrics changed as the economy in China grew over the last decade?

I really enjoyed your perspective on strategy for future business opportunities in India, Vietnam, Western or Northeastern China, or other countries. Thanks for your time!

Hi Linda,

Thank you very much for taking the time to speak to us. I had worked for a Taiwanese company in China. I was in the R&D division. The engineers in China are very well-educated and self-motivated. However, in spite of the low manufacturing costs, the product quality and the procurement process were always two of the major issues we had to deal with. I wonder if Danaher faces the same challenges in China. And if yes, how does Danaher deal with those problems?

Thank you!
Joseph

Thank you very much for sharing this info!