10.30.06

Communication effectiveness

Posted in Random thoughts, Globalization at 9:14 pm by Ray Wu

From interviews of a job I posted recently, a consistent feedback on Asian candidates is that they are quiet, and somehow lack of “executive” presence and communication effectiveness. These are top-notch candidates from major VC funds or private equities who have been educated and worked in the US for many years. In my mind, they are very talented, well versed in analytical and business skills, as well as English language. When I talked to the candidates, I found their communication style to be on par with what I expected. So it is somewhat enlightening and intriguing to discover the feedback from my American colleagues. This is not the first time I get these feedback. Can this be more of a culture norm vs the true communication effectiveness?

In an Asian culture, it is considered as a great virtue to be modest and respect for others. As such, one tends to less commanding and pay more attention to others’ position. “Pushing back” or challenging senior leaders that represents “critical thinking” skills or “leadership” in the US is frown upon by their peers in Asia. Many Asian leaders are quieter and less confrontational vs their US counterparts. As such, Asian leaders tend to be considered to have less leadership skills and effectiveness. This can be one of many reasons why there are disproportional small number of Chinese/Korean/Japanese leaders in the top US corporations.

This communication and cultural bias is also true when US leaders deal with Asian counterparts. I heard many feedback from my Asian friends on US business leaders conducting business in North Asia to be boastful and ego-centric. What shows in US as “leadership” and “executive presence” tend to be classified as dominating and arrogant by Asian.

In a global economy where people are building business based on relationship and trust, lack of understanding and assume the culture norm equivalency can become a major barrier to foster a true multicultural leadership team that can react and perform well on a global basis.

10.26.06

Cisco Empire

Posted in Technology Ventures at 3:48 am by Ray Wu

Cisco’s acquisition of Orative is a smart move by extending its Unified Communications portfolio to mobile devices such as cell and PDAs, Little by little, Cisco is building up a strong portfolio that is really going to change the overall IT space. Cisco is now not only pushing hard on data center backend consolidation among server (ie. Nuova, TopSpin), storage (ie. Andiamo) and network (ie. Actona, Fineground), but also combining various media such as voice, data, video and pumping these through a set of diverse front end channels: data network, cable and set-top boxes, wireless, fiber and other delivery infrastructure such as power line.

From a VC side, even though Mayfield and Diamondhead did OK on this deal since they got in early for the $6M series A, I agree with Matt that this is just a so-so outcome for investors.

10.25.06

Executive MBA

Posted in Random thoughts at 1:25 am by Ray Wu

I had lunch with a friend yesterday on how to pick executive MBA. Here are the thoughts I shared with him on why I picked Berkeley Columbia EMBA (BCEMBA) in the end:

  • Bi-Costal coverage. I love to have campuses on both side of the coast. If I stay on the west coast, I have a school base and alumni network in the silicon valley. If I move back to the east coast in the future, I know I will again have a school and alumni base there. In addition, the size of the alumni network for both schools are amazing. Given the partnership programs among Berkeley, Columbia and London Business School, the alumni networks reach beyond US and have an internal footprint.
  • International reputation. Both Berkeley and Columbia are great schools around the world. Berkeley is one of the top schools for engineering and entrepreneurship, and Columbia is one of the top schools for finance. It is really a bargain to be associated with engineering, entrepreneurship and finance brands all at once by studying in a single program.

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10.24.06

Retail in China

Posted in Globalization at 5:29 pm by Ray Wu

Wal-Mart is teaming up with GE and China’s Shenzhen Development Bank to launch a credit card in China. The card is dual-currency and can be used inside China or abroad. Even though less than 5 percent of China’s population has a credit card today, this does represent a trillion dollar market in the coming decade, and one of the most enticing opportunities for banks and alike. By given additional financing power to Chinese consumers, Wal-Mart can help millions of affluent Chinese middle class to shop better in its stores and build a brand recognition and trust associated with a financial institution. Accord to Wal-Mart, it is on track to have 77 stores in China by the end of this fiscal year on January 31.

What else can credit card buy? Maybe KFC’s chicken? According to Yum Brands, KFC’s parent, there are 1,700 KFCs spread across 400 cities in China. Yum’s operating profit in China jumped 26% to $105 million on a $445 million in sales, compare to the US number, where Yum achieved less than 1% operating profit gain with 7% decline in sales. Wonder what would happen if KFC also offer credit card in China? Hmmm, Finger-Lickin’ Good card…

10.23.06

US venture investment

Posted in Technology Ventures at 4:06 am by Ray Wu

According to Dow Jones VentureOne and Ernst & Young LLP, venture investments in 2006 is the biggest since 2001

  • in Q3, venture capital investors directed $6.36 billion into 611 deals focused on alternative energy and Web 2.0. 38% of this funding goes into seed or first-stage financings
  • So far, $19.45 billion invested this year, 5.4% increase from 2005. Overall, the U.S. venture industry is on track to spend around $25 billion in 2006
  • More than $35 billion in new funds has been raised over the last 18 months

10.20.06

Size = Power?

Posted in Random thoughts at 3:09 am by Ray Wu

When Linkedin first started, I received many invitations to join people’s network. One of the key attractions of social network at the beginning is to have a large circle of network, which in a way, represents large circle of influence and power. An interesting question is whether a large network really mean a person have more power? The answer is probably no. In fact, one cannot find CEOs of the high tech world such as Bill Gates from Microsoft, John Chambers from Cisco, Jerry Yang from Yahoo in any social networks. So in a way, a person have a large network might mean that he is lacking of absolute power because he still need to connect to apply influence. Power and influence does not shift because of this kind of cyberworld connections.

The same question applies to blog readership. As I started to develop this personal blog, I am wondering if more readership means more influence and power? Do I want more readers or just the right circle of readers? Maybe not having a blog shows the world that I don’t need to say anything to get attention :)

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