Editor’s note: This was contributed by Elliott Zaagman a trainer, coach, and change management consultant who specializes in aiding Chinese companies as they globalize. To contact him, check him out on LinkedIn, or add ezaagman on WeChat.

I worked at LeEco from March 2016 to May 2017 at their Beijing office. Beginning as an external consultant hired to coach leaders in the company’s rapid overseas expansion. I was later hired as a full-time employee, where I headed up their Culture Globalization program, an HR initiative designed to bridge the cultures of the China and overseas offices. This program was also designed to develop the language, cultural, and leadership skills of the staff at the Beijing headquarters.

In some of those areas, LeEco has made incomplete progress. In others, we missed the mark by a long shot. What follows is my understanding of why we were not able to achieve our goals in this area as well as key takeaways that other Chinese companies can use in their globalization process.

Start your free trial now.

Get instant access to all our premium content, archives, newsletters, and online community.

Monthly Membership

Yearly Membership

What you get

Full access to all premium content and our full archives

Members'-only newsletters

Preferential access and discounts to all TechNode events

Direct access to the TechNode newsroom

Start your free trial now.

Get instant access to all our premium content, archives, newsletters, and online community.

Monthly Membership

Yearly Membership

Elliott Zaagman

Elliott Zaagman is a contributor to TechNode. He is also a corporate trainer, executive coach, and writer who splits his time between Bangkok and Beijing. He focuses on Chinese companies and how they relate...