For many foreign investors, China represents the great unknown. Even global companies that have invested heavily in China find that ascending the learning-curve can be a gradual process. To use our embedded media player, please install Adobe Flash Player. For many foreign investors, China represents the great unknown. Even global companies that have invested heavily in China find that ascending the learning-curve can be a gradual process. Directors are still not certain how to perform strategic oversight and risk management with respect to investments in China. Boards need to manage such challenges strategically, rather than reactively. They do not, however, have the luxury of time to figure out how. Highlights: - What’s driving U.S. companies to make acquisitions in China, and what implications does this have for the board? (1:38)
- What’s the best way to educate a board about China? (16:05)
- How should boards deal with enterprise risk when it comes to ensuring products from China are safe, especially in light of the recent China-related product recalls? (20:31)
- What are boards most worried about with respect to their companies’ future growth in China? What about China keeps them awake at night? (31:37)
Guests:
Clarence Kwan, national managing partner, Chinese Services Group, Deloitte & Touche USA LLP
Joan Susie, chief executive officer, Global Navigation, and publisher, Corporate Board Member Magazine
Steve Wagner, managing partner, U.S. Center for Corporate Governance, Deloitte & Touche LLP Related Content:
Report: China Board Brief – “The Board’s Changing Role in China Strategy”
Resources: Center for Corporate Governance
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