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Never lose the sight of vision --howto climb quickly in the corporate ladder
by Susan Li
Jeffery Pi, Regional Chief Administrative Officer at BayerHealthCare. In 2009, he graduated from CEIBS with anMBA. After entered in Bayer Healthcare, he got a fast promotion to the currentposition. From an intern to a CAO, it took only 4 years. He would like to tellthe audience, when you want to promote in a multinational corporation, the mostimportant thing is never lose the sight of vision.
ChaseDream Career(CDC): When did you drawinto Healthcare Industry？ Jeffery Pi: I was once studied at theVancouver Film Academy and got a Bachelor Degree in Economics. In 2009, Istarted my career in Bayer as an Intern.
CDC: Could you share your story about yourcareer experience？ JP: I was very fortunate because I havebeen able to do work in many different departments. How I started in Bayer actuallyis that I won a marketing competition sponsored by Bayer when I was in CEIBS（中欧国际工商学院）. Iwon the competition, and I got a part of the prize and internship in Bayer.During that time I graduated, I have one offer from Bayer, one from LouisVuitton. Louis Vuitton means I have to go to Urumqi. I chose to go to Bayer. Thefirst position I go to Bayer is a Branding manager in corporate communications.After that, I need to come close to the business, so I had procurement andhealthcare position. Within 6 month, the assistant of the Chief Operating Officerof Bayer needed to move on to the new position, so he (the COO) asked me if Iwould like to be his assistant. So I became the assistant of the ChiefOperating Officer for about a year, until the office Chengdu needed to takethis Chief Administrative Officer role. Basically they set me over there for thatposition. So currently, I’m based on Chengdu at the moment.
CDC: So as a Chief Administrative Officerfor Bayer Healthcare, what are the daily grinds? JP: Every day is different. Because thescope of the job is so big that sometimes the small administrative things needto be taken care of, we look at budgeting and spends, or there’s larger issues likerestructuring complain. It is really every day is different. There’s no sort ofdaily routine.
CDC: How did you succeed in your career ina global prestigious company? JP: I first started as an intern. Ibasically had to translate website from Chinese to English. So it’s just websitetranslation or check the website translation in English and I was frustratedwith that. I started talking to people and I realize they were doing a newproject on innovation. So what I did was, on the weekend on my own, I used theschool resource consulting the work trends, I made a report basically detailingall the innovation efforts that all of Bayer’s competitor were doing withinChina. Nobody asked me to do it, I just did it myself. I just wrote a reportabout what all the other multinationals were doing. Someone realizing this is anice report, and on Monday I drop this off on a Vice president of corporate communicationon her desk, and said I have something for you, I heard you guys are working onan innovation project and I think it’s for you to know what all the othercompetitors were doing right now. She said, okay let me take a look at it, andthere’s an issue clear that she asked, what you have working right now, you aretranslating? I said, yeah. She said, no no no, we take you off this project. Welook you on something else. So my Career at Bayer really started that way—being very proactive, about not just takingwhat my area responsibility was, but going beyond that and trying to delivervalue to the company and senior managers. I think I’m taking this approachpersistently, and I always look beyond what my job scope was. When I see aproblem, I never say ah it’s not my problem and give it to somebody else. I alwaystry to work on it. I can find a solution, identify the problem and bring it up tothe people who are the decision-making, people who matter. Two things I wouldsay one is looking to create value in the organization that not only withinresponsibilities, two, identify the key players within the organizations that areable to make decisions and willing to listen and work on things.
CDC: Being proactive and always looking forwhat’s beyond job responsibility, is that the key element to success? JP: I think that’s really important. It’sreally an attitude. Like every single system, every single project we can get involvedin, there is always a problem that somebody needs help on. I always try to takea helpful approach, I won’t insult them and say ‘this is how it should be done’,or ‘this cannot work either’, you’ll make other people upset. Not being afraidof doing the extra work that take role very quickly. This is like my fastpromotion at Bayer, but I could say: with everything has a good, there isalways a bad side on it. The good side is, I get promote very fast, I get a lotof experience on different areas, my salary is going very fast, the bad part is,because I didn’t stay in one area for very long externally , I’m not very valuableat the market. What my career at Bayer is really mean a Bayer person, I understandthe culture, know what the key players are, get things done within the company,but this is very specific to Bayer. So it’s very difficult for me to changecompanies. I would only suggest the strategy if you find the company you reallywant to work for the long term, otherwise it’s worthless. As much as you careabout the value development for the company and continuing contributing to thecompany, people are always giving you opportunities quickly. But for the resumebuilder, I have not gone positive feedback because I don’t have 5 years’experience controlling, or finance or CL for marketing, I don’t have these areaspecialization. My goal is really being a CEO or country manager for Bayer. Doingthis gives me an opportunity to have a good chance at that but still not guaranteed.
CDC: During these years, what’s the mostdistinctive development for individual and for the company? JP: When I first started, I didn’tunderstand what’s going on. I just work hard, try to understand the culture,and also contribute to the culture. Because the corporate cultures are twoparts, one is what the company actually is, and also what they trying to be. I alwayswork very hard on what they trying to be. But now I am in senior position, partof belong senior management team, and unfortunately for myself I see that Bayerisn’t necessarily the right for me. The fit between me and the company are notthat right because I am still very entrepreneur and innovated person. Bayer isa German multinational company. To get the ability to influence on my level it’svery difficult.
CDC: What is your career dream in China? JP: Actually I got very fast to certainpoint. Before I got here, I think this is definitely what I want—I want the seniortitle, nice pay, and all these nice things. But then I realize that it isreally satisfy for me. It is still too early to say stay in Bayer or involvedin business that are more innovate for more aggressive in the market, and moreentrepreneur, because I am not working on those areas at the moment. I’m doing administrativethings working on efficiencies and processes. I even currently find my currentrole is not the right fit for me.
CDC: So when you firstly come up with theidea ‘me and the company are the right fit’, have you ever consider about beingan entrepreneur? JP: Yes, I’m still considering it, I amalways considering it. Like my dream in China is, one, to do my own businesses,two, to open my own school working on education. I am very passionate about innovation,and I am very passionate about how Chinese market is still capacity and notjust for production but also for innovation. And the minute we turn China frominnovation that are still producing and still like innovated country, likeinnovative economy Korea and Japan. That’s what the real value and the realvalue count-- and I really want to be a part of that. This is why I came toChina and really be a part of this movement. I’m not just economic riches, and doingbusiness, but to be innovated as a Global Innovator, driving the market. Ithink I can do something in that direction.
CDC: How did you view the cultural ofChinese Market and considering Chinese cultural background, what are the thingsshould be leveraged? JP: The market is changing, quickly. It isalways changing. In the healthcare industry alone, I would say, the growth is staging,it is still about 20%. The stock is changing is like changing what’s important,complaints is become more and more important in China. It’s becoming a pointthat doing things in a compliant way, it needs to be standard. Because themarket is going to certain point. We can’t do businesses we did the way before.The change of global environment, the change of compliant environment, it pressuresthe work before, it makes very challenging anybody that is multinational to dobusinesses. As far as the Chineseculture goes, I still think relationship is very important within the Chinesecontext. This ‘relationship’ culture is also very important to any largemultinational, I mean anybody who wants to start career or do very well in thelarge multinational company needs to build relationship in the company to goanywhere. If you don’t have, that doesn’t work.
CDC: What kind of changes and newopportunities did you see these years in Chinese market? JP: I think because there is a higherdemand for complaints, there is also high demands for systems and people whosupport complaints, so that means more IT Systems, more Building Systems, and moreCustomer Relationship Management systems, and Accounting Systems. So peoplewith expertise in these area on how to build systems and processes that increasethe transparency, decrease the constitute business, these things are very muchin demand, like I’ll giving an example, most this distribution and distributorin the healthcare industry, they are now being consolidated in the very bigcompanies like China Resource, Huarun. These companies, they are emerging anddoing bigger and bigger and they want to raise the money in the New York StockExchanges, Hong Kong Stock Exchanges, they want to going public to IPO. The minuteyou want to go public, the pressure on you to go more transparency, more complaints,to have higher standard in your business. So people with auditing, solidcounting background, people with background to build the system allowed themselvesto the next step, are much higher in demand in the market now than before.
CDC: In recent years, the market scale ofcommunity healthcare expands rapidly. How do you view this fast developingmarket? JP: This market is still needs to expandquickly. We are still in the first-tier cities, and many people are in thesecond or third-tier cities. I will back to the cities and get their cared. Stillpeople get inadequate care in their local area, but this just very difficult tomeet quickly, because of the number of qualified healthcare providers, numberof qualified doctors, years of different training and education. Currentlydoctors’ salaries are not very attractive, yet the system needs growing. It isstill long way to go. Because there is long way to go, there are lots ofopportunities.
CDC: As a young professional in MultinationalCorporation in Chinese market, what are the biggest challenges? JP: There are several. One is very difficult to deal with age in China. When you in yourlate 30s (I’m in my late 30s), people look at me at this position- this isalways a challenge. You still need to command the respect, or to show peoplethat you really deserve to be there. For me, it’s very upmost professional,most professional ways possible- is to really take care of my staff. People whowork for me, they work very hard, because they know I work very hard for that. Sothis helps a lot. Every different place is a different culture and differentway of doing things. I didn’t understand that point much because I grew up inCanada, that people in Beijing work very differently from people in Chengdu. I think it’s very important to understandthe people you work for, to understand customer you work for, and to understandeven the differences of culture within China to successfully conduct businesses.Because every day in Shanghai approaches like Chengdu business transaction, youare not going anywhere.
CDC: Do you think Chinese healthcare marketis saturated or you think it is still a Blue Ocean? Currently what is the marketlocation for Bayer? What should be the core competence of Bayer? JP: It is still lots of opportunities. Mostof the opportunities are in the 3rd, 4th tier cities. Ithink in Shanghai or Beijing the market is kind of stable, stable but stillgoing fast to the rest of the world. The real opportunities is all happening inthe 3rd 4th tier cities, there are lots of opportunities inthis area and yet there are many different challenges, one is logistics, two iswhat is the right marketing in those areas, what does people meet in that area,what do people afford in that area, and also educating the doctors in thatarea. This is why we have this project in Bayer- to actively sponsor the governmentto help educate doctors in the west region of China. Basically the doctor needsto understand what’s the problem are, how to prescribe and how to treat thepatient before we can sell the medication there. Bayer is Top 5 Company inChina Healthcare industry, and in the worldwide, ranked 13. We will continue tobe and we have strong product portfolio. Bayer is very good about try to get tothe market very quickly. Its portfolio fits very well to Chinese problems- weare very good at cancer and diabetes drugs, and we also have very strong women’shealth. So we are gonna play strong at least 5-10 years I can imagine.
CDC: Are there any areas filled with fiercecompetitors? JP: There are lots of competitors we havein different area. All the global players are all in China. I mean there areall the competitors. Every single competitor has different product portfolioand every single product has its advantages and disadvantages. Some are quitecheaper, some are more effective. It’s a very complex landscape. So it’s noteasy to say that for Bayer we have one specific competitor. We have competitorsfrom Generic for instance, I mean so many competitors are off pattern, how youget people stay with all product conduct with cheaper generic. We have newproducts come in. There is also other multinationals coming in. So there aremany different competitions in many different levels.
CDC: What is your career dream? How torealize your career dream in China? In your career, what experience youundergone impress you most? JP: Back to my career dream in China, istake part in the coming China Innovation. Chinese Economic Inner source to eitherlead the company I started my own or to be a partner of this change that takesChina from manufacturing solicited economy to innovated economy. That’s reallymy dream. And how can I get there? There are still many different ways, geteducation again, say PHD, or start my own company and work on the project. It’svery difficult when you have a very comfortable job and very high pay and dosomething different. What impressed me most is actually thespirit of young 90s graduated. Because I always hear the story that 90s don’tlike to work and they don’t like to listen to other people but I find it nottrue. I find them to be highly independent. This independence is what you needto be highly successful by career. They question what’s been given to them;they always think about more directions, and I think this is really what weneed more within the company. This is the spirit to have built things and tobuild the world on other things. They try to make things better. They have thisinitiative. I think the only reason why people complain them all is becauseChinese Managers used to very obedient. When you want to build a successfuldepartment, you need people to give you feedback and come up with good ideas. Lotsof my staffs are late 80s and early 90s, they are extremely smart, extremelycreative, extremely challenging. And I am very happy to see this.
CDC: So what’s your advice for the young90s? JP: Don’t be destructive by materialthings, it’s not important to have a nice car or house right now, the most importantthing is to not be afraid of the special idea and make them into real things.If you find a way to have your ideas work, you will go very fast.
CDC: If the newlywed in career find themselveslost, how to face this kind of situation? JP: Always be very clear try to have along-term goal, because the thing you talked about happened to everybody. Whatmake it right today maybe wrong tomorrow. Whatever you do, ask yourself, have Icontributed to this dream, one way or another. Then this will help to guide youin the direction where you are going. You shouldn’t be frustrated because youneed all kinds of skill to become a CEO.
CDC: What’s your favorite motto and how didyou practice it? JP: My favorite motto is from Steve Jobs, “stayhungry, stay foolish”- that’s actually very difficult to follow, because itimplies that one, you can’t be afraid to make mistakes; two, you can trying newthings, whatever you trying new things, you made mistakes. I think the otherthing is finding the right boss/mentor is very important. Finding someone whois willing to listen to you and work with you is very important, because somepeople are only interested about keeping their job and increasing theirpaycheck.
CDC: For the medical Professions, how toovercome the boring mood and to insist on in this industry? JP: Work-life balance is very important. Workpressure would be very heavy in medical industry. You can spend 150% on it andyou’ll still never be finished, because the job is always changing and themarket is always growing. The balance for yourself in the beginning should bevery well organized.
愿景决定发展——如何在大型跨国公司迅速晋升 记者/厉姗姗 嘉宾：毕哲华 (Jeffery Pi)，2009年毕业于中欧国际工商学院。Jeffery出生于加拿大，温哥华。在西蒙弗雷泽大学获得经济学学士学位，同时拥有温哥华电影学校影视专业证。就读MBA之前，在美国和加拿大从事过多个领域方面的相关工作，如IT，文化传媒，音乐制作，之后转入企业公司。获得迅速晋升。 短短四年时间，MBA毕业的他从一个国际大公司的实习生升为地区首席行政官。面对持续增长的中国医疗市场，从产品销售到责任关怀，从投资中国到回报中国，从产品创新到可持续发展，他有那些见解？有哪些经验分享？本期牛人来了为您请现任拜尔医疗保健的区域首席行政官Jeffery Pi，讲述如何在企业中迅速晋升。
CDC：能否简单介绍一下您的教育背景？什么时候进入医疗保健行业？ JP：曾在温哥华电影学院修读经济学专业，从事过电视广告编导、导演等。2007年就读于中欧工商学院，09年毕业。进入拜耳中国，从一名实习生做起，转到拜耳医药保健后短短2年的迅速晋升。 CDC：您的职业发展经历是怎样的？可否与我们分享一下？ JP：进入拜耳是一个机缘巧合。我在中欧国际工商学院就读时，参加了拜耳医疗赞助的一次竞赛。我参与并拿到奖项，随后进入拜耳实习。第一个职位是企业传播，我的岗位职责是组合各个部门。在这之后，为了能够更加接近公司的核心业务，我有了一个采购方面的业务。不到半年，首席运营官的助理要去新的岗位，便问我是否愿意接任助理职位。作为首席运营官助理一年后，成都base需要一位首席行政官，公司就将我安排在了首席行政官的位置。
CDC：作为拜耳医疗保健的（BayerHealthcare）的区域首席行政官（Regional Chief Administrative Officer），有哪些日常职务要做？现在主要负责那些业务领域？ JP：每一天都是很不同的。因为工作范围非常宽泛，很多行政性的工作需要考虑，包括财政预算，重组和投诉类问题。所以说每一天的工作都是解决新问题，迎接新挑战。
CDC：如何做到在一个大型跨国公司胜出？ JP：起初我在拜耳是一个实习生。因为我从小在加拿大长大，英语比较好，所以我的职责是网站翻译，常常将中文译成英文，检查翻译语法错误。当我得知公司里的人在做一个创新项目，我便利用个人的周末时间做了一份调查报告——列举了拜耳的所有竞争对手在中国市场投入的创新力量。没有人要求我这么做，我只是主动做了这件事情。然后在星期一的早上交给企业传播副总裁。她问我，你现在做的工作是什么？翻译？不！我们会重新给你安排一个职位。所以我在拜耳的职业之路就这样开始了——不分职责内外、非常积极地向公司的高层管理人员提供价值。我将这种工作态度坚持了下去，总是在做好自己份内职责还想到职责之外的东西。当我看到问题，我不会说，那不是我的问题。我总会试图寻找解决方案，并把它和做决定的人说。所以归纳起来，一，我总会看到自己工作以外事务，二，找到公司里那个愿意聆听和解决问题的关键人物。
CDC：所以您认为积极的工作态度和主动做超越职责以外的工作是您事业成功的关键因素？ JP：我认为这非常重要，这几乎是一种态度。工作中的每个系统，每个项目，当遇到问题，我都会试图采取一种帮助解决的方法，但我不会告诉他们“这件事应该如何进行”或“这样解决不了问题”，这会让别人难过。不要害怕做额外的工作，这也是我在拜耳能够晋升非常迅速的原因。晋升的快，也有利弊。好的方面在于我在不同的业务领域得到很多经验；不利的方面在于，我没有长期在一个领域发展，因而也不是市场所追崇的所谓局内人，比如一个成功的财务总监往往要在财务领域做上十年八年，但我没有这样的经历。我在拜耳的职业生涯意味着我是一个“拜耳人”，我理解它的文化，了解公司的“关键人物”，能够把公司内部的事情做好。也正因为受到拜耳文化的长期影响，对我来说，要变换到其他公司或许将变得挑战。如果你希望长期在一家公司发展，你会比较关心为公司发展的价值。如果你一直为公司贡献价值，人们总是会给你机会很快晋升。我的目标是成为拜耳中华区首席执行官。
CDC：在您看来，这些年来个人与企业分别有怎样的成长？ JP：刚入公司的时候，我不知道该做些什么，只是很努力地工作、了解公司文化，并尝试给公司文化做些贡献。因为公司文化分为两部分，一部分是他们原本的样子，一部分是希望企及的目标，而我总是向他们所希望企及的目标努力。
CDC：您在中国的职业梦想是什么？如何实现？ JP：我想要成为一名创业家，在创新领域做更多的事情。我在中国的职业梦想是，一，做我自己的企业；二，开自己的学校，在教育领域做些事情。我对于创新非常有热情，我关注到带动中国经济数据增长的不仅有生产，还有创新。我们所从事的创新依然是生产，如日本和韩国的创新经济。这就是我真正想要做的那一部分。为什么来到中国？不只是为了寻求财富、生意，而是推动全球创新市场，所以我希望可以从事这个方向的工作。
CDC：在中国市场这样的文化背景里，有哪些事情需要平衡？ JP：市场总是在不断变化的。在医疗保健行业，我会说增长是分期的。我仍然认为在中国的文化语境里“关系”非常重要。“关系”文化对于任何大型跨国公司，或任何想要在大的跨国公司中做得非常好的人，都非常重要。如果企业或个人没有关系，很多事情无法做到。
CDC：觉得这些年中国市场的变化在哪里？有哪些新的机遇？ JP：我认为现在医疗保健市场有更高的合规需求，这也意味着需要更多的IT系统支持、更多的客户关系管理系统，以及更多会计系统。所以在这个领域需要专业知识的人才建立系统、增加透明度、减少业务构成等。在医疗保健领域，许多小的经销商正在经历着一轮合并浪潮，这个过程也壮大了行业中原本的强者，比如华润医药。这些公司正越做越大，他们想筹集资金在纽交所上市。当你想上市，就有更多的透明化，更多的合规压力，对于你的企业有更高的标准，市场的需求也比以前更高。
CDC：中国医疗保障制度的完善让社区医疗市场规模得以迅速扩张，您对于中国社区医疗市场有怎样的认识或看法？ JP：这个市场还在急速扩张，我们还仅仅停留在一线城市的市场，由于诸多因素， 比如有从业资格的医疗机构和医生有限， 比如医疗教育覆盖有限等， 二三线城市的医疗需要还难以一下子满足， 这个广阔的市场还远远没有达到饱和。
CDC：作为一个在中国的外企职业经理人，最大的挑战是什么？ JP：有很多挑战：最重要的是年龄，在中国往往按资排辈。如果你30多岁而做到了我这样的职位，人人往往会用质疑的眼光看你，你需要向别人证明你的能力以及你能胜任所在的职位来获取他人的尊重。对我来说，成为员工的榜样是最重要的事情。我的员工非常努力因为他们知道我非常努力地工作。但需要注意的是，每个地方的人们工作方式有所不同，比如我从北京到成都，就发现北京的人们和成都的人们工作方式不同——这也是另一点非常重要的：了解为你工作的人们，了解你的客户，了解中国市场的文化差异。
CDC：你对中国医药保健市场怎么看？拜耳医药在这个市场处于什么位置是怎样的？拜耳的核心竞争优势是什么？ JP：它仍是充满机会的一个市场。大多数机会在三、四线城市。我想上海和北京市场是稳定的，但相比世界其他地方市场又是快速发展的。虽然三、四线城市存在大量机遇，也有挑战，一个市物流，一个是在这些地方的正确营销，比如深入了解这些地区的医疗支付能力，帮助推动这些地区的医疗教育投入等。这就是为什么我们在拜耳有个项目，积极支持和帮助政府在中国西部培训和教育医生。目前拜耳在中国医疗保健行业是前5强的企业，在世界范围内排名13。我们将继续发展强大的产品组合。在中国，拜耳有特别好的市场占有份额，因为拜耳的产品组合刚好对症中国人的多发疾病——糖尿病和癌症。另外，拜尔在女性健康领域也非常领先。所以我想未来我们还会领先市场5到10年。
CDC：这些领先的领域是否存在竞争对手呢？ JP：随着中国经济的全球化， 越来越多的国际经济体进入中国， 我们面临着很多的竞争。每一个竞争对手都有不同的产品组合，每一个产品都有其优缺点。有些是相当便宜的，有些是更有效的，这是一个复杂的景观。所以不能说，拜耳有一个特定的竞争对手。我们有许多国际竞争对手进入市场，所以有许多不同层次的不同竞赛。
CDC：你的职业梦想是什么？怎样实现你在中国的职业梦想？职业生涯中，你经历过哪些给你印象深刻的事情？ JP：说到我在中国的梦想，是参与到中国即将到来的创新时代。我创始自己的公司，成为助推这场创新变革的一员。这是我真正的梦想！有很多方法实现它，比如读博士，然后开始我自己的公司。但是当你有一个非常舒适的工作和很高的报酬，你很难放弃它们去做一些新的事情。 工作中给我印象最新的是90后的创新精神。因为我总是听说90后不喜欢工作，不喜欢受管制，但我发现不尽然。相反的，我发现他们非常独立，这种独立性是成功的职业生涯需要的。他们总是积极索要工作，想更多地方向，我认为这是公司非常需要的创建性精神。他们的建议让事情变得更好。我认为人们抱怨90后的原因是中国的管理者太中规中矩。如果你想建立一个部门，你需要别人给你建议和反馈，需要别人的好点子，我的员工很多都是80后、90后，他们都很聪明、有创意，敢于挑战，我很高兴看到这一点。
CDC：有什么话想要对90后说？ JP：不要太在意物质。现在你是否拥有漂亮的车、房不重要，最重要的是不要拒绝新奇的想法，并把它们变为现实。如果你发现一个可行的想法，你很可能成长得非常快。
CDC：职场新人时有迷失，怎样面对这样的处境？ JP：要确定自己的长期目标，问问自己，有没有为自己的理想做着长期，持之以恒的积累和贡献，如果你今天还不是CEO，也不必沮丧，因为一位成功的CEO真的需要具备多方面的技能，所有的一切，都源于积累。
CDC：对于医疗保健行业，如何克服工作的枯燥性、在这个领域长期坚持下去？ JP：我认为工作的平衡非常重要。在医疗保健行业，工作压力非常大，哪怕你花150%的时间精力都不一定完成工作。因为工作永远在，市场永远在，因此从一开始就规划好生活工作平衡非常重要。
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发表于 2013-8-2 11:00:08
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