People from the Shenandoah Valley in Virginia know JMU as James Madison University. Where I teach business strategy here in China at Jimei University, JMU means this school and if you type in www.jmu.edu.cn you get the JMU I’m at versus the one everybody knows about back there in the Shenandoah Valley.
This one is bigger with over thirty-five thousand students and a building program that dwarfs anything else I’ve seen and plans to eventually have 200,000 students. Now, with the population of China in excess of 1.3 billion, the country graduates something around 4 million kids each year from undergraduate programs.
Fortunately for me, thousands of Chinese college kids take business courses in English as a ticket to the world economy. Every Chinese kid gets exposed to English in middle school, their Junior High, but without a chance to practice with native speakers very often, they end up with unusual pronunciation and a penchant for big complicated words that are tested for in English fluency exams. So they tend to string together huge, complex words pronounced in odd ways which makes them a little hard to understand.
But they sure do try and are almost desperate to find a native English speaker. It makes you almost ashamed not to know their language and to realize that there are few if any kids in the US willing to study business courses in Chinese – instruction, textbook, exams – the whole deal; like they are doing in English.
A number of my students are pretty well off and I visited the factory owned by the father and uncles of one of them during this past National Holiday break which in China is like having a week off for the 4th of July.
The Yinlu Group is one of the top ten brands in China, with 8,000 people and a diverse set of businesses the largest of which is food and beverages including canned foods, beverages including drinking water, sodas and fruit juice drinks, plus flavorings, noodles and fruits and vegetables. They’ve imported processing equipment from all over Europe and for a couple of big ticket items they’re the first site to employ some unique specialized gear. Think of a Coors brewery on steroids.
I met my student’s dad, Chen Qing Shui Chairman of the Board and we had lunch over the holiday break at his Corporate digs. It was a little more than lunch – almost a banquet.
So anyway, I was interested in the guy’s business after realizing its scope and how he and his brothers managed to build the thing from scratch in less than twenty years. He had three years of formal education – that’s three as in Three Blind Mice, and now runs a hugely successful enterprise. He prides himself on being mechanically inclined and before taking over the business, ran the production lines for beverage making and packaging.
So I asked him about his experience and noted that mechanical things were intricate, but predicable so it wasn’t necessarily a push for a mechanical guy to move from getting machinery to work to a general manager getting people to work.
He thought about that for a minute and said that for mechanical reliability you needed processes and once the processes were in place and followed, machinery tended to perform well. And in his experience, he thought the same for people, despite their variability. You needed to have processes in place that were tested and followed he said and you also needed to let your people know that you gave a damn (my word, not his) about them and their families, not only on the job during the workday, but also in their lives and in their communities.
I thought there was a lot of wisdom in that and maybe, as I’d hoped, I will be learning even more than I am teaching.





