The 8th Import Expo has kicked off. PwC is showcasing as a new global brand stand in China for the first time. Through interactive innovative experiences and deep industry insights, visitors can enjoy an immersive professional service experience.

At today's exhibition, Qian Jianhong, the managing partner of PwC China's digital trust, corporate governance and internal audit consulting business, shared how companies can better navigate their way to go global, strengthen control, and solidify th

In recent years, more and more Chinese companies have accelerated their pace of “going global”, from manufacturing to the internet, from cross-border retail to new energy. The overseas market has become a new growth curve. Yet amidst the fervor of “b

After being in the overseas market for some time, companies then realized that there are also hidden dangers in terms of management and governance. Qian Jianhong believed that the bigger challenges for overseas enterprises may come from the following

These may lead to the inability to take into account business development and management; risks cannot be warned in a timely manner, and problems are either concealed or occur for a long time before being exposed after real losses occur. How to "plan

Based on the pre-event, in-event, and post-event overseas expansion of both domestic and foreign enterprises, PwC has developed a modular overseas enterprise management and control framework from the top design, middle support to the bottom foundatio

For example, in terms of top-level governance structure, the core of governance is not about simply seizing or delegating power from the headquarters, but about clarifying the management interface between the headquarters and overseas subsidiaries ba

Qian Jianhong expressed that going global is not a simple market expansion, but a reshaping of global governance capabilities. The enterprises that can truly go far are those that transform the potential of overseas acquisitions into sustainable long

For enterprises that are currently sailing or preparing to go abroad, she suggests considering building a resilient management and control system from the following three steps:

Conduct an assessment as soon as possible, using the governance + five pillars + culture as the control framework to evaluate the maturity and risk points of the headquarters and overseas companies' control capabilities.

● Prioritize the identified defects and weaknesses, give priority to rectify high-risk areas, especially design reasonable authorization mechanisms, clarify the audit rights of the headquarters on subsidiaries, control key risks at both ends, and gra

● Solidify this set of self-applicable management and control system as a replicable management template, which can be quickly debugged, iterated and landed in different countries and regions in the future.