TIBET-CHINA ISSUE

FOR CENTURIES THE Tibetan and Chinese people have lived as neighbours. In the future, also, we will have no alternative but to live as neighbours.

Based on my belief that the only way to achieve our goal is through dialogue and peaceful human contact, I have, over the last fifteen years, tried to engage with the Chinese government in serious negotiations on the future status of Tibet. Tibet has been an independent country for over a thousand years, and I believe that the Tibetan people do have the right to choose independence. However, it is also a political reality that Tibet is now tinder Chinese rule.

Therefore, in order to find a mutually acceptable solution, I have tried a "middle way". My approach is also in response to Mr Deng Xiaoping's message that "anything except independence can be discussed". Accordingly, over the last fifteen years, six official delegations were sent to China and Tibet, and my personal envoy visited China at least ten times. I also made several proposals to the Chinese government. These proposals were announced at prestigious international forums to show my seriousness and sincerity.

What I have been trying to do is merely to preserve Tibet's cultural and national identity, and to find a fair solution to our problem, one which is mutually acceptable and beneficial to both Tibet and China.T
 
When Chinese Companies Go Global: An Iinterview with Lenovo's Mary Ma
Mary Ma Lenovo - When Chinese companies go global: An interview with Lenovo's - Corporate Finance - M&A - The McKinsey Quarterly[/url]



Author(s): Orr, Gordon; Xing, Jane
Sources: The Mckinsey Quarterly

Publication Date: April, 2007
Abstract:



In the six years since China joined the World Trade Organization, Chinese acquisitions of businesses in other countries have increased sharply. Chinese officials estimate this “outbound foreign direct investment” at a mere $551 million in 2000 but at nearly $7 billion in 2005.1 That is only a fraction of the $60 billion2 or so of investment flowing annually into China, but it represents a growing number of Chinese companies scanning the horizon for opportunities to invest abroad.
One of the most prominent examples of that trend was the 2005 acquisition of IBM's personal-computer division by Lenovo Group, based in Hong Kong, for $1.2 billion. The success of this deal, heralded as a signal moment in China's transition from a developing to an industrial economy, was due in no small part to Lenovo's energetic senior vice president and CFO, Mary Ma.

Before joining Lenovo, in 1990, Ma worked at the government-run Chinese Academy of Sciences, where she managed science and technology research projects jointly developed by Chinese and European organizations. She was also involved in the administration of World Bank loan projects to support research in China. Today Ma is widely recognized as one of her country's most influential global executives.

McKinsey's Gordon Orr and Jane Xing recently visited Ma at Lenovo's Beijing offices to discuss Chinese acquisitions abroad, the challenges of integrating companies across cultures, and the role of private-equity firms in providing business experience.
 
You must log in or register to reply here.
Back
Top