George Yip

George brings a unique combination of his Asian background, British eloquence and humor, and American expertise. He also blends academic rigor with business pragmatism, and draws on many company examples.

Business Change Economy Globalization Innovation Management Strategy

Professor of Marketing and Strategy, and Associate Dean for Executive Programmes at Imperial College Business School. Previous academic positions include Professor of Strategy and Co-Director of the Centre on China Innovation at China Europe International Business School, Dean of Rotterdam School of Management - Erasmus University, and faculty at Harvard, UCLA, Cambridge Judge, and London Business School.

Previous business positions include Vice President and Director of Research & Innovation at Capgemini Consulting, senior manager at Price Waterhouse (USA), manager at Unilever, and various boards. Author of Chinas Next Strategic Advantage: From Imitation to Innovation (2016), Strategic Transformation: Changing While Winning (2013), Managing Global Customers (2007), Asian Advantage: Key Strategies for Winning in the Asia-Pacific Region (1998), and Total Global Strategy (1992 and 2012). Over 100 publications, including in Strategic Management Journal, Harvard Business Review, MIT Sloan Management Review and California Management Review.

He holds B.A. and M.A. degrees in economics from Cambridge University; and MBAs from Cranfield School of Management and Harvard Business School, and a doctorate from Harvard. He is Chinese with American and British nationalities.

George is an outstanding speaker who has talked to top management groups and forums all over the world, including ABN Amro, American Express, Arab-Malaysian Bank, Arup, Ashland, Ashmore Investment Forum, Bank of America, BASF, Beiersdorf, Bertelsmann, Brown Forman, Carl Zeiss, Confederation of British Industries, Cisco, Concours Group, Corporate Research Forum, D Group, Deloitte Touche Tohmatsu, Delta Airlines, Deutsche Bank, Du Pont, Ernst & Young, Etisalat, GMAC, HLB International, Honeywell, IBM, J-Phone (Japan), Industry Canada, Invensys, McKinsey, KPMG, Milliken, National Australia Bank, Nestl�, Nissan, Nokia, Philips, Peoplesoft, Pitney Bowes, Pricewaterhouse Coopers, Ralston-Purina, San Miguel, SAP, Sara Lee, Saudi Basic Industries Company, Singapore Airlines, Sonae, Sony, Strategic Account Management Association, ST Microelectronics, TAS, TransCanada, and Via Group; and for conferences held by Business Week, Far Eastern Economic Review, Forbes, Fortune, Global Competitiveness Forum (Saudi Arabia), Global Digital Leaders Summit, Global HR Forum (Seoul), Pacific Economic Congress (Vladivostok), World Economic Forum (Davos, Seoul, Singapore, Dalian, and Tianjin), and World Chinese Economic Forum (Beijing).

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Keynotes

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Strategic Transformation and Execution

Strategy Execution:
Most executives claim that executing a strategy is one of their most difficult tasks. Similarly, studies have found that the main reason for strategic failures rests with the firms inability to execute the planned strategic intent. This talk will cover how to:
- Gain an understanding of the critical nature of execution
- Embrace a model to enact effective strategy execution
- Understand how to build a performance culture
- Gain insight into the crucial role of leadership for strategy execution

Strategic Transformation:
Most company strategies are based on what has been done in the past, especially if it was successful. They go through long periods of relative continuity during which established strategy changes, but only incrementally. What companies find really difficult is to make radical changes or strategic transformations that change the existing business model:
- Recognise when strategies need to be changed or transformed
- Diagnose the organizational barriers to strategic change
- Understand how the strategic planning process affects strategic thinking
- Learn a framework for strategic transformation

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Internationalization Strategies for Companies from Emerging Economies

Professor George Yip will talk about how companies from emerging economies can develop successful international strategies. He will talk about how to:
- identify bases of competitive advantage for going international
- use innovation to create competitive advantage
- develop strategies for dealing with foreign competitors both at home and overseas
- evolve over time the international strategy and organisation of the company
- use foreign acquisitions effectively

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Managing Global Customers

In this talk, George Yip addresses one of the hottest topics in international business: managing global customers. Multinational companies no longer buy on a country-by-country basis, but increasingly on a global basis. These customers seek global contracts, standardized terms and conditions, and uniform products, services and prices. Managing these customers places new demands on multinational suppliers. So the latter increasingly use a variety of management techniques for co-ordinating their activities with multinational customers.

The talk provides a systematic framework for developing and implementing global customer management programs. It draws on in-depth research at over 20 major U.S. and European multinational companies. The audience will learn how to:
- think about managing global customers in the context of their overall global strategy
- develop effective global customer management programs
- overcome barriers to implementation and success
- build better relationships with important customers
- get the entire company to engage with managing global customers

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The Rise of Innovation in China

While China has long had a reputation for imitation, Chinese companies are now starting to innovate. This talk is based on a four-year programme of research conducted by the CEIBS Centre on China Innovation and is the subject of a book Chinas Next Strategic Advantage: From Imitation to Innovation.

This talk will cover:
- The three phases in the evolution of the innovation capabilities of Chinese firms.
- Characteristics of Chinas environment that foster innovation, both on the supply and the demand side.
- The specific nature of Chinese companies approach to innovation and the factors driving their foreign expansion.
- The stages in MNCs R&D strategies in China and the evolving significance of China as a base for innovation.
- The imperative for MNCs to participate in the Chinese national innovation system, not only for China but also for the world.
- How foreign companies can overcome the challenges of conducting innovation in China.
- Leadership and strategy lessons foreign companies can learn from China.

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