I provide consulting services for Hong Kong tycoons

Author: Wang Lian
Publisher:
Publish Date: 2005-12-01
Features: Consultation requires the wisdom of a prime minister; consultation cannot rely on petty cleverness. Comprehensively, a consulting expert must have their own unique characteristics in learning the wisdom of a prime minister. Consulting experts come in various types, mainly technical/engineering and strategic/plan design. The former is the main force of consulting companies, while the latter, though fewer in number, are the ivory tower. A strategic consulting expert must possess the heart of a leader, the professional skills of a scholar, the interpersonal skills of a diplomat, and the communication ability of a public relations expert.
As a team, we can say that during this event, we played a role not just as "advisors" but also as commanders of a battle. This is reflected in three aspects:
First, comprehensive, meticulous, and detailed planning and coordination. For example, who to approach first? What connections can they provide? What time, location, and theme should be decided? All these should be clear in mind and formulated into a plan, written down, and assigned based on team members' strengths. For instance, Li Qixiong was responsible for liaison and communication, while I called department-level officials to prepare the plan in advance. If the other party requested materials, they were immediately sent, not "in a few hours later." When going to Zhongnanhai, even the route to take, the type of vehicle to use, and the estimated time were all planned.
Second, the theme of the meeting. When meeting with leaders, the theme is crucial. It cannot be just about "Granny Bear" stories or listening to visitors' "organization stories," as these may not interest the other party. To make the meeting engaging, there must be a common topic between both sides. For example, when meeting Liu Yandong and Wang Zhaoguo, we designed the topic of the "financial storm" and extended it to explore how the futures index and exchange rate would change when the stock index rises by 100 points. This was a fresh and challenging topic. Another example is when Chairman Li Ruihuan mentioned the lack of high technology in Hong Kong. We responded by saying that while Hong Kong lacks basic science, it excels in applied scientific research, integration, and transformation, using the development and innovation of Hong Kong enterprises in the Pearl River Delta as examples. This made the meeting participants very interested, and Chairman Li Ruihuan engaged in a two-hour discussion with us before letting us go.
Third, designing a "black box" to "unfold a surprise" for the next meeting. Towards the end of the meeting, we proposed a second topic but explained that we didn’t have time today because the leader was busy, and we would discuss it at the next meeting. This left a hint for the next meeting. For example, the second topic for the next meeting was about the growth points and technological issues in Hong Kong. Chairman Li was interested and designated a senior secretary as the direct contact person for us, and we met again three months later.
We summarized our successful experience in dealing with Mr. Lü: First, he asks macro-level questions, and you must answer them on the spot. For example, he asked us about China’s planned reforms for the exchange rate and whether China could face a financial storm. We not only cited relevant national policies but also shared our own views, believing that China’s reforms are gradual and will not advance like the former Soviet Union or Western countries—that is, China’s characteristics. Mr. Lü agreed after hearing this. Second, you must understand micro-level issues, as "seeing the micro reveals the macro." Once, Mr. Lü asked me if I wanted to hold a small symposium in Beijing, mainly to understand the real estate, construction materials, and high-tech investment environment in Beijing.