Among the top 500 American executives in the world, are Indians far more than Chinese? Will this cause the American business community to gradually be controlled by India?

I recently interviewed newcomers and talked about two PhD graduates on the phone, one Chinese and one Indian. The Chinese is a famous school in China and a school with a good professional ranking in the United States. He told me about his doctoral dissertation and the projects he did, and he explained his doctoral thesis and projects in great detail, including the specific formula. In fact, I need him to use more popular language to explain the problem clearly, to generalize it a bit, and to have a bit of height to illustrate his forward-looking views on his subject. After all, our work is dealing with the commercial sector every day, and people are not in the mood to listen to you to explain these details.

Indians are doctors from a relatively poor school. Once they came up with extreme confidence, they first reported their homes, and provided their papers and internship experiences that fit our recruiting position. Before I asked them, they gave a detailed introduction and talked freely. , The voice is loud, and the English is standard. I am already very familiar with our job position. It sounds like I can work without training.

To be honest, if you want to change the recruitment of Americans, you will definitely want this Indian. But it happened that I was very familiar with the field this Indian had done, so I asked for a few details. He was in a hurry and didn't follow the preface. I knew that he used something that was made by others, and I didn't understand it. Later, I recommended this Chinese to our recruitment committee, but did not recommend an Indian, and told the truth about my feelings.

Although the head of the recruitment is a technical house from Europe, as soon as I heard that the Indians couldn't answer the technical details, I immediately made a copy of the Chinese to enter the next stage of recruitment. However, I have to admit that if this Indian came in, he must have risen faster than this Chinese. Chinese people are often very good at completing tasks and understanding technical details. The last speech at the meeting was project details, but they are not good at generalizing, and they are not good at describing what they are doing and commercial purposes and putting forward new suggestions from a cross-departmental perspective. Therefore, it is easy to be used by others as a tool or computer, and when it comes to decision-making things, it will step aside.

Although the technical details of the Indians are poor, for large companies, many technologies have been streamlined, modularized, and standardized, and they can be used. There is no need to figure out the technical details, but the commercial department of the marketing department tells the importance of their projects and the market. The relevance is explained clearly, but it is more important. Indians have a strong generalization ability and can quickly combine technical and commercial purposes. Their cross-field comprehensive ability and understanding ability are better than the Chinese. What's more, there are also very good technical talents in India, especially IT graduates.

In addition, the written and verbal ability of Indians even exceeds that of Americans. Both of my bosses are Indians, and both have changed my emails. Sometimes the emails sent to the top of the company have a new feel after their revisions, with clear levels, clear logic, and smooth text. I asked my current boss how to learn English. He said that he grew up reading English newspapers in India and loves to read newspapers, so he has developed English reading and writing skills.

The current boss graduated from MIT. He has excellent verbal and written expression skills, and he has a high level of understanding of problems. Sometimes I can’t grasp the key points after listening to the various departments in meetings. He can explain clearly to me in a few words. , This critical thinking ability is very strong. Big boss Americans often come to ask his opinion, because only the big boss can understand technical problems. The Indians have to be convinced by their ability to understand, generalize and express. And let leaders and shareholders understand what you have done and why it is important. This is the ability most needed in large companies.

In addition, there is a very important point. In terms of management style, Indians pay more attention to human development than Chinese. In the United States, Indian bosses like to hire Indians, and Chinese bosses like to hire Chinese, but Indian bosses actually attach great importance to developing the personal abilities of their subordinates in India and create various opportunities for them to display. The Chinese boss pays more attention to the fact that the work of the party is completed. So the Indians do things under the Indian boss, and soon his path of promotion has been planned. The Chinese have done a lot of things under the hands of the Chinese boss, but their personal ability has not improved, and no one can help him plan his future.

I have seen an Indian boss divide a project done by one person into three for three people in order to gain experience for his subordinates. Different people have different opinions on this approach. We Chinese people would think that this person is superfluous, but in fact, these three people have got the experience of doing major projects and the opportunity to deal with high-level people, because after this experience, they will be assigned to other groups, and all three of them will be on their own. NS. As a result, this Indian subordinate became the backbone of multiple projects, and a network of relationships was formed at once.

Indians can use this method to split their Indian subordinates into parallel departments of the company. After occupying the heads of other departments, they can jump to other companies to be heads. After forming a network of relations, they can introduce each other's jobs and high-level positions. The top executives of each company are all from the same door. Chinese bosses are often afraid that their subordinates will steal the limelight and keep people in their own pot. His position is not threatened, but the network and resources cannot be established. Why don’t Chinese bosses train people? It is precisely because they are still thinking inertia when they are studying in science and engineering, thinking that by grasping a few good projects and mastering a technique, they can dominate for a lifetime. In fact, the more you do it, the more important the business-looking network and the ability to gather resources. Project management or skilled labor is too substitute. In a country like the United States, where there are many technicians, you don’t do it with people.