About the Site

When I first came to China in 1992, the country was considered to be an interesting emerging market, but not one that a company had to be in if it wanted to remain a global leader. Even at that late date, many were concerned that the reform program begun in 1978 might be reversed, or that any number of threats might stall China’s future development.

Since then, China has emerged as a significant economic power and is literally changing the rules by which nearly every global industry operates. Coming to grips with what is happening in China is now imperative for individuals and companies alike. For those not already in China, the question looms: “How do I get there?” Those that are already here want to know “What do today’s events mean for me and my company?”

To help answer these questions, a group of us decided to launch “Managing the Dragon.” Our objective is to provide perspective and insight from within China on the China experience, on topics ranging from entering the market to operating here, all the time centering on the all important issue of management. The backgrounds represented by the group are diverse; ranging from my own in finance and industry to marketing, public relations and media. Some of us work with leading global players; some with purely Chinese companies; while others are entrepreneurs who have started their own businesses. What we have in common is that we each have found a path to China, and are genuinely interested in sharing our experiences with others hoping to do the same.

Apart from the practical issues of doing business here, the need for dialogue on the subject of China has never been greater. As trade tensions mount and discussions of contentious issues like IPR and the environment grow more heated, frank, realistic perspective is needed. We hope that the Web site will become a useful forum for discussing key issues, providing our own views but also eliciting those of others.

Thank you for visiting the site, and please join in the discussion.

Jack Perkowski

No Comments

Leave a reply

You must be logged in to post a comment.