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Change is a persistent refrain echoing throughout the telecommunications industry. It is also a concept to which Jean Monty, president and CEO of Canada’s Northern Telecom Limited (Nortel), is constantly attuned. |
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For enlightened multinationals, Asian managers are making globalization a reality. |
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Succeeding by overturning tradition is the height of business leadership. It’s also a good prescription for tough times. |
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To meet the challenges ahead, Cable Wireless appointed Peter Howell-Davies as Hongkong Telecom’s deputy chief executive. |
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Khoo talked about his 29-year career at Esso, which is part of the U.S.-based multinatinational Exxon. |
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Overseas Chinese billionaire; retailing king-the more common labels used to describe the SM Group’s leader are of these times. His qualities; however; are for all time. |
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Richard Helfer, 45, has been CEO of Raffles International Ltd., the hotel and tourism management arm of Singaporean property group DBS Land, since March 198_9. He considers his firm’s first project, the $109-million refurbishment of the 107-year-old Raffles Hotel, to be one of the highlights of a 23-year career as a hotelier. |
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Robert V. Chandran is founder and CEO of Chemoil Corporation, a privately held company in the United States with annual revenues of $500 million. In 1981, the Indian-born Chandran filled a gap in the market for marine fuel by establishing a supply and distribution business. He later expanded Chemoil into a diversified global company. |
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创造性人物往往与众不同。其所作所为能影响大众，同时还推动公司向前发展。下面我们要谈的就是如何激励并领导他们进行创造性的工作。 |
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If you’re handed the biggest project of your life, the last thing you need is a shortage of both human and financial resources. But this was exactly the situation Djoko Ramiadji found himself in when he was appointed to head PT Citra Marga Nushaphala Persada, the consortium involved in the construction of the Jakarta Harbor Road—Indonesia’s longest toll road—10 years ago. The $165-million project was also the first to be awarded to private business by the Indonesian government. |
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In the 1960s, Sofyan Wanandi made a name for himself as a tough and demanding activist and head of the Indonesian Students Action Front. Years later, he became the only ethnic Chinese in the country to serve as a member of the House of Representatives. Today, 54-year-old Wanandi is still known as a tough negotiator, this time as the head of the Gemala Group and spokesperson of the Prasetya Mulia Foundation, a group composed of leading Indonesian-Chinese tycoons. |
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In the last few years, Giordano International Ltd. has been dogged by concerns that its founder and former head Jimmy Lai’s criticism of China continues to haunt the company, stalling its expansion, and undermining its reputation as the “darling of foreign investors.”Chairman and CEO Peter Lau, a one-time government bureaucrat in his adopted home of Canada and a nine-year veteran of the massive Hong Kong-based fashion retailer, dismisses these as inconveniences “inherent in every business.” |
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One man at the top dominates each of Korea’s chaebol. The toughest leader of them all is Hyundai founder Chung Ju Yung. |
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Leading management practitioners ponder the fate of Asia’s new-generation billionaires. |
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They don't kick butt, they tell stories. They don't yell obscenities, they listen. Ineffectual softies? No, they're some of Asia's toughest chief executives— and they get stunning results. |
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Any company which reduces a 4,000-meter mountain to a two-kilometer wide pit naturally has public relations troubles. Add to this accusations of human rights abuses, environmental negligence, and a volatile cross-mix of cultures, and the problems pile up quicker than the ore P.T. Freeport Indonesia is mining in Irian Jaya. |
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陈嘉良是联邦快递的第一位华人总经理，也是这家美国公司里的第一位华人副总裁，他在联邦快递十几年的奋斗中创下了好几个第一，他的成功故事颇具传奇色彩，但他自己却说：我其实只是一个很平凡的人。 |
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Park Sang-Hi, CEO at Miju Group, is no stranger to business reversals. In 1979, he acquired a bankrupt steel wholesaler and, with the aid of only two workers, turned it into one of the top-five steel wholesalers in South Korea’s conglomerate-dominated industry. |
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Michael Teng has twice gone through the trying—and rewarding—experience of rescuing companies from near collapse. As CEO of, first, a Singaporean company, then a multinational firm, Teng practiced a set of management principles that brought these companies back from the brink and earned him the label of “turnaround manager.” |
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For the Mogi family, makers of Kikkoman soy sauce since the 17th century, the secrets to business longevity are as venerable as these bits of wisdom: Family members must be polite to each other. Business depends on people. Don’t fall into debt. |
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