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As China continues its remarkable transformation into a global business powerhouse, the demand for leadership talent capable of navigating both domestic and international markets is more pressing than ever. Over the past 16 years at PageGroup, I’ve witnessed firsthand how Chinese companies, once focused primarily on their domestic market, are expanding globally, reshaping industries, and challenging established norms.
Today, Chinese firms are no longer just local players - they are becoming key global competitors. This expansion, though full of opportunity, brings with it significant challenges, particularly in talent acquisition and leadership. As businesses seek executives who can bridge the gap between Chinese and Western business practices, executive search has become a vital part of China’s journey to international success.
I’m often asked whether China is following in the footsteps of other global powers like Japan and Germany. My response is nuanced. While there are parallels, China’s approach is fundamentally different. Unlike Japan and Germany, which historically focused primarily on manufacturing as a driver of their global influence, China is embracing a far more holistic strategy. Today, China's globalisation efforts span multiple industries, driven by advanced technologies and a complex economic landscape, making its path to international prominence uniquely multifaceted.
Chinese brands are now leading the way in a variety of sectors – but the real push towards the country’s global growth lies particularly in technology, infrastructure and manufacturing, and cross-border e-commerce and consumer. For example, major brands like Huawei, TikTok, Tencent, Lenovo, Xiaomi, Transsion and BYD etc. are not just local leaders. Instead, they are making impressive inroads internationally, influencing the global talent market as companies seek leaders who can navigate both local and global landscapes.
Contributing factors to China's success include its vast market, strong government support, and a willingness to learn from global practices. However, challenges persist, particularly in managing geopolitical tensions and varying regulatory landscapes.
The drive for international expansion is fuelled by a saturated domestic market, compelling companies to explore new opportunities for growth abroad. Some of the key growth trends we are seeing here at Page Executive include:
As Chinese companies expand, they need senior talent with the skills to manage cross-border operations and navigate local cultural nuances. However, recruiting international talent often presents challenges, from regulatory differences to overcoming negative perceptions.
Candidates for executive roles in Chinese-owned companies frequently raise concerns about:
My advice to Chinese employers is to focus on building transparent processes and respecting local practices. Simple actions, like providing clear job descriptions and confirming interview schedules, can greatly improve the recruitment experience. Trust and autonomy are key factors for candidates, and companies that prioritise these values will attract top talent.
A common gap is that clients sometimes assume other regions share the same environment and culture as China. For example, I worked with a Chinese client who wanted their local CEO in Germany to be more proactive in suggesting growth strategies, not realising that the CEO was waiting for investment and direction from HQ.
As worldwide Exec Search specialists, we have a global view on local market operations enabling us to give in depth advice on this subject. I was recently briefed on a CEO search for a Chinese-listed materials company in Europe. The Chairman told me, “We need you to give us the answer, but first, help us identify the right question.”
Here at Page Executive, our “China Go Global” initiative leverages our global presence to find candidates who bridge cultural and linguistic divides, driving growth and innovation. Our "one team" approach also fosters collaboration between China-based consultants and local teams, ensuring smooth communication and overcoming cultural barriers.
Another question I am often asked is: “What kind of international executive would be attracted by the Chinese business landscape, and who would thrive in this environment?” Well, in my experience, these types of roles require Conscious Leadership – candidates who possess those ever-critical soft skills on top of the technical – particularly in areas such as adaptability, cultural sensitivity, and awareness of the landscape in which they are operating.
We frequently see our clients looking for exec-level talent that possess a broad and strong skillset, typically including things such as:
We recently placed a CEO for a Chinese-listed company’s European business. Initially hesitant about the company’s size, the candidate assessed the opportunity by focusing on three key factors: the company’s core strengths and technology, consistent investment in international markets, and alignment with the chairman’s vision and work style. After a successful start, his hands-on approach, adaptability, and strong interpersonal skills have made him a great fit. Most importantly, his entrepreneurial mindset and decision to spend the first year learning from the chairman in China were key to his success - demonstrating the kind of proactive attitude that helps international candidates thrive in Chinese-owned companies.
Research from Harvard Business Review shows that companies with diverse leadership teams are 35% more likely to outperform peers in profitability, highlighting the value of cross-cultural competencies. At Page Executive, our global reach and collaboration with local teams enable us to deliver top talent for Chinese firms worldwide. Leveraging our global brand’s data, technologies, and insights, we can help clients navigate market nuances and mitigate cultural misunderstandings.
In fact, many of our client partners utilise our advisory solutions and tailored programmes every day, including:
A recent example of how we’ve successfully delivered a full service, multi-market advisory solution is our collaboration with one of China’s leading technology brands, where we led a global training programme for over 40 Talent Acquisition leaders. The bespoke training, which was comprehensively designed by our network of global executive search experts specialising in our “China Go Global” programme, focussed on critical hiring and onboarding practices. Fundamentally, it aimed to give them all the tools they need to power their global talent strategy, from contracts and compliance to cultural interviewing expectations, helping them to effectively attract and retain international talent.
While Japan’s path toward embracing older executives is distinct, comparing it to other markets, such as Germany, offers valuable perspective. After all, both countries face similar challenges — ageing populations, talent shortages and a demand for bilingual professionals in multinational companies.
In Germany, the attitude toward older workers is notably different. There’s less emphasis on age and more focus on qualifications and expertise. It’s not unusual to see executives in their late 50s or 60s holding high-level roles. Age in Germany is often viewed as a marker of wisdom and experience, not a drawback.
Education plays a significant role in this mindset. In Germany, holding a PhD or specialised qualifications is highly valued, regardless of age. This contrasts with Japan’s traditional focus on company loyalty and internal career progression.
Another critical difference is language. While English proficiency is important in both countries, Germany tends to be more flexible with non-native speakers in leadership positions as long as they have the right skills and experience. This openness allows Germany to tap into a broader talent pool across the European Union.
Japan could benefit from adopting some of these practices—especially when valuing specialised expertise and embracing diverse backgrounds. At the same time, Japan’s growing acceptance of older executives could serve as a model for other Asian nations facing similar demographic challenges.
As China expands its global influence, businesses face a growing demand for leaders who can succeed both locally and internationally. Finding top-tier global executives who can bridge cultural gaps and drive sustainable growth is challenging, but the rewards are significant. Through our “China Go Global” program, Page Executive helps clients build leadership teams that can succeed worldwide. With our deep understanding of local and global talent markets, we leverage a global network to support Chinese organisations in their international growth journey, providing tailored services like executive assessment and leadership coaching to help them navigate challenges and embrace innovation.
To find out more or talk to myself or one of our China Go Global team, please get in touch here.
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