International Executives in China: Lost Your Edge, Missing the Point?

When Playing It Safe Almost Held Them Back

I won't forget the time I placed a General Manager in China for a multinational company. At first, the company was super reluctant to hire him. They wanted the opposite—someone who’d follow the global playbook, stick to the hierarchy, and avoid rocking the boat. But this candidate? He was different. He saw the potential to transform their rigid, global structure into an agile, locally focused model.

Against their initial instincts, they took a chance on him. And the results? faster decision-making, higher employee retention, improved morale, and better overall performance. It was a wake-up call for the company—and a lesson for us in executive search.

Local Competitors: Faster, Smarter, Hungrier

Over the past decade, many multinational companies (MNCs) in China have lost their edge.

They’ve clung to centralized decision-making, global playbooks, and a “one-size-fits-all” approach. Meanwhile, local competitors have surged ahead—faster, more agile, and deeply in tune with the market.

The irony? Many MNCs know they need to adapt, but they’re hesitant to take the leap. They want leaders who are “safe”—those who won’t challenge the status quo or disrupt the existing structure. But in today’s China, “safe” leadership means stagnation if not plain extinction.

Why ‘Safe’ Leaders Are Killing MNCs in China

Too often, MNCs settle for leaders who simply “get the job done.” They prioritize compliance over creativity, and as a result, they stifle the entrepreneurial spark that drives success in China. This risk-averse approach leaves them vulnerable to local competitors who are faster, more innovative, and more attuned to the market.

But the opposite extreme is just as dangerous. I’ve seen leaders push too hard, fail to build influence with global stakeholders, or ignore the need to localize their approach. These leaders often end up blindsided—by local competitors, internal resistance, or their own missteps.

The Fine Line Between Boldness and Rebellion

These stories highlight a critical challenge for leaders in China: how to drive change without alienating global stakeholders.

The reality is that rebellious leaders are often punished. They risk not only their own careers but also the future of their regions. That’s why the leaders who succeed in China aren’t just bold—they’re diplomatic. They:

1. Build influence with global stakeholders, selling their vision and gaining buy-in.

2. Balance boldness with risk-awareness, challenging the status quo strategically.

3. Empower local teams without undermining global alignment, creating a bridge between local execution and global strategy.

The Tool That Finds Leaders Who Deliver

So, how do we find leaders who can thrive in this complex environment? It starts with asking the right questions:

• Are we assessing the right skills for China?

• Do leaders understand the balance between global alignment and local empowerment?

• Can they inspire teams, execute change, and create value in a rapidly evolving market?

Tools like the Decision-Making Assessment Questionnaire can help. They evaluate leadership structures, identify gaps, and align organizations with leaders who don’t just inspire change—they sustain it.

It’s Not Who You Hire—It’s How You Let Them Lead

At the end of the day, success in China isn’t just about finding the right person. It’s about creating the right environment for them to thrive. That means empowering local teams, embracing agility, and fostering a culture that values innovation and adaptability.

The GM I placed succeeded because the company—despite its initial reluctance—gave him the freedom to lead. And that’s the lesson for all of us: in China, the right leader, supported by the right environment, can transform an organization.

Stop Playing Safe. Start Leading Boldly.

What’s your take on leadership in China? Are you empowering your teams to thrive—or holding them back?

Test: Decision Metrics Alignment Framework

About The Author

Kangze (Kevin) Hong is a strategic business executive with proven expertise in international market expansion and cross-border M&A. His track record includes successful operational restructuring and market penetration initiatives across APAC, EMEA, and LATAM regions.

Leveraging deep technical knowledge in supply chain optimization and digital transformation, Kangze has had been part of multiple enterprise-wide consultation project implementations (SAP/IBM) and established regional headquarters operations (ENS). His portfolio includes overseeing complex multinational project teams (MBB & PEVC).

Kangze specializes in operational excellence, strategic planning, and business process reengineering across diverse markets. His data-driven approach and expertise in regulatory compliance have been instrumental in establishing successful joint ventures and strategic partnerships throughout key global markets.

Connect with Kangze: LinkedIn

Email: kevin.hong@lyc-partners.ai