Dow says chemistry is just right for growth
do well for Dow in China.
How do you see the competition with your counterparts in China?
The other global foreign multinationals may have similar strategies, but I think our new approach to business is unique — cooperative partnerships, innovation and marrying the problems of the customer with solutions. Frankly, competitors may do the same things, but we are being very successful with that and I am not concerned.
We come up with technological answers that are specific to China, so no foreign company can copy us. The barriers to entry are high, because we have set them high.
What will be the size of the combined Dow/DuPont business in China and what will be the focus of the business activities?
The size of the company in China and around the world is roughly the same as we are now. The merger of equals between Dow and DuPont is complicated and size is not relevant because we are going to put the two together to create three separate companies, one focusing on materials science that Dow will take the lead, the other two focused on agriculture and specialty businesses where DuPont will take the lead.
The time together has been short at 18 months, especially when you compare the history of DuPont which is 215 years old and Dow which is 120 years old.
What essential leadership qualities do you consider important?
The new leadership is called “followship”. Leadership used to be about management, but that changed decades ago. In this era, you literarily have to let your team lead and you follow and it’s followship. Followship means you have to see the big picture and little picture.
What are your hobbies? How do you spend your time off while in China?
My hobby is my family and I don’t get any downtime. I pretty much read everything. I am an avaricious reader, and a speed reader too. One day I will start writing again, because I love to write and I am a decent writer.
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