Corning, Inc. president discusses future of international business

If your boss invited you to help him paint his house on a Saturday afternoon, would you accept?

Studies show that more than 80 percent of Americans would decline, while only about 30 percent of Chinese citizens would say no.

This is one of the challenges that 1985 Wharton alumnus Simon MacKinnon, president of Corning, Inc. for the People's Republic of China, has faced while working in the high-context business culture.

In America, he explained, employer-employee relationships are very straightforward, while in China and other Asian countries a phrase like this could have many implicit meanings. MacKinnon said this cultural disparity is one of many challenges that needs to be faced and overcome by international management.

MacKinnon is known as one of the most successful foreign business leaders in the Chinese market and is living proof of the flexibility and tenacity that have enabled Corning to adjust to the Chinese business culture. At an event in the Towne Building on Friday, he discussed the company's values, market strategy, work structure and environment, relations with the Chinese government and the qualities of successful international managers.

MacKinnon spoke about the knowledge he has acquired over two decades of growing the billion-dollar business. Corning is one of America's oldest and largest manufacturing companies. From the creation of optical fiber, to space shuttle windows and even the glass envelope for Thomas Edison's first light bulb, Corning has been a key player in the world's technological advances.

Because of its commitment to "solving the hard problems," he said, Corning has managed to expand to many corners of the globe, taking advantage of the exponential growth in Asia - particularly in Greater China.

MacKinnon placed emphasis on maintaining company and moral values above everything else - especially in a market with many apparent "opportunities." Good decisions bring good returns, he explained.

He also discussed the importance of creating strong relationships with employees. Developing a real community in the workplace and loyalty from subordinates is the only way to keep good people in the competitive Chinese market, he said.

Relationships are also essential when dealing with the government, he added. For example, he said, by "aligning interests" with each independent branch of the Chinese government and collaborating on projects, Corning has gained much governmental support.

"I didn't know the business environment in Asia was so complex, but I was really inspired by the way he spoke of the company's resilience in such cutthroat competition. It seems really exciting," said Wharton freshman Andrea Forero, who is learning Mandarin and plans to visit China this summer.

For both Asian and non-Asian students, MacKinnon advised seeking employment at Chinese firms - where he sees the future of international business heading.

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