During the last decade we run many projects in very challenging environments. Some experiences were great other disastrous. Why such difference while we were using the same practices?

• We look out the window, not in the mirror, to apportion credit for the success
• We look in the mirror, not out the window, to apportion responsibility for poor results

We have divided our cases into 3 categories that reflect probably your current situation:

START SMART™
START SMART tells the cases about starter companies in China which knew their corporate organization and culture couldn't really support them well at that stage of their development. Their top executives realized that one of the key success factors is building an organizational capital to last on business.

GO GRAND™
GO GRAND tells the cases about “good” companies in China, having successfully tested their business model and willing to actively develop their leadership to drive the growth of the corporate. Their top executives realized that one of the key success factors is consolidating the company culture as engine of a sustainable growth.

BE GREAT™
BE GREAT tells the cases about “great” companies in China, having a leading market position and solid company culture willing to deeply ingrain the genes of success across their fast growing organization. Their top executives knew that Company core essence gives the ability to reinvent itself and the agility to go deeper into all market segments.