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For all that, it is hard to believe that China’s companies and politicians want to operate with one arm tied behind their backs. And although many of the country’s big firms may never resemble Western ones, with diffuse private shareholders and independence from the state, they may have to edge more towards this template in order to succeed at large cross-border deals. In a speech this month a senior Chinese official emphasised the role abroad of China’s “private” firms, which typically have less overt state direction. To address other countries’ concerns about political control, China may also have to loosen its hold on its giant state-owned companies and ensure that their power structure is more transparent.
Most of the executives interviewed by The Economist also felt that the next generation of Chinese executives, in their 30s and 40s today, with more international education and experience, would prove far more effective than the present cohort of chiefs. Over the past two decades the old guard has taken a rusting industrial base and from it made gleaming corporate giants. Yet if those firms are to achieve their full potential abroad their creators may have to relax their grip.
For all that, it is hard to believe that China’s companies and politicians want to operate with one arm tied behind their backs. And although many of the country’s big firms may never resemble Western ones, with diffuse private shareholders and independence from the state, they may have to edge more towards this template in order to succeed at large cross-border deals. In a speech this month a senior Chinese official emphasised the role abroad of China’s “private” firms, which typically have less overt state direction. To address other countries’ concerns about political control, China may also have to loosen its hold on its giant state-owned companies and ensure that their power structure is more transparent.
Most of the executives interviewed by The Economist also felt that the next generation of Chinese executives, in their 30s and 40s today, with more international education and experience, would prove far more effective than the present cohort of chiefs. Over the past two decades the old guard has taken a rusting industrial base and from it made gleaming corporate giants. Yet if those firms are to achieve their full potential abroad their creators may have to relax their grip.
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