• G. Li & Co

    Lighting and Empowering the Next Generation of Governors and Innovators

    G. Li & Company Ltd (GliCo) is a private governance architectural practice in an era of Smart Cities and Smart Nations.

     

    The Company, founded in 1991 by Dr. G, creates new blueprints and builds the scaffoldings for sustainable control and power for the shared owners. We design organic governance structures that runs the gamut from unicorns to family businesses; from not-for-profits that ranged from charities to universities to co-ops; and from REITs to private equities.

     

    Because we recognize our role in this greater society, we pay it forward and set aside surplus funds and time, to mentor young leaders on their journey to greatness. For every project we will set aside funds to groom a full time mentee for one year. Over the years we have been fortunate to have the generous intellectual support from IBM, Tsinghua, HKU, and the World Bank, notably from Prof. Robert Tricker, Prof. Gordon Redding, Prof. Gilbert Wong, Prof. Alfred Ho, Prof. Charles Foley, Prof. CK Cho, Mr. Richard Leung, and Mr. Edmund Pang.

     

  • Our Manifesto

    Everything we do, will be guided by these values and principles....

    G. Li & Co has believed and operated with this set of principles since our establishment nearly 30 years ago. Everything we do and decisions we make should be based on, and guided by these fundamental values.

    1. Make a difference: by contributing leading management innovation, to the society and continually asking how management practices can be improved and be more relevant.

       

    2. Believe in data: Freedom to critique, to challenge and convince our colleagues and clients of our viewpoints based on data, and not biased reasoning.

       

    3. Pay it forward: help our clients, our students, and our colleagues become better citizens and potential leaders. Fees are secondary.

       

    4. Share our knowledge: knowledge can only increase when we share it. We share our knowledge with our clients by teaching them how to help themselves and cross-training is an integral part of our consultancy.

       

    5. Play fair: Integrity and fair dealing: simply doing what we say we will do. Making sure everyone involved is dealt with fairly.

       

    6. Practice excellence. The belief that excellence matters, and continual excellence and quality underpin everything we do.

       

    7. Do best in teams. Teamwork without doubt. No exceptions! Loners will not survive here.

       

    8. Get it done. All excuses aside, we will deliver as per our promise…always, and with impact if possible.

       

    9. Give value: Enhancing our client’s governance integrity. Our deliverables should serve to sustain and even extend our client’s market and position. Our client comes first.

       

    10. Lead with passion and professionalism. Underpinning everything we do is our passion for consultancy and the wish to raise professionalism to higher standards.

  • Creating New Board of Directors for Potential Unicorns

    Why create a board of directors just before your IPO? Wouldn't governance work better with the right practice, reinforced with the right culture, from the start?

     

    How can and should a new Family Conglomerate Board be formed?

    When to take charge? When to stay out of the way? How to experiment?

     

    Questions to ask:

    • What are the functions of this new board? 
    • What linkages does it have with the Family Council?
    • Should we involve independents?
    • What decisions should it be making?
    • Should we create a separate investment committee?

    How does a new Board of Directors look like?

    Form follows function in architecture, and so it is for board designs.

     

    Questions to ask:

    • How can we better engage our new management team by giving them more but authority and accountability?
    • What are those things that we cannot control but must understand?
    • How many votes should we give to the Patriarch? 

    What should the Executive Director of a subsidiary be doing, and not doing?

    No one knows how to be a CEO on day one.  Each new executive should best be guided by a coach, through a process of self-discovery, inquiry, exercises, tailored coaching, and experiential learning simulating a real board.

    Metamorphosis

    How do we evaluate the performance of our cousins?

    Questions to ask:

     

    • Should all cousins receive the same bonus?
    • How to fire a non-performing family member?
    • How should we improve our Family Board?
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    Determining What Matters Most

    What gets measured gets done!  Everything that can be counted does not necessarily count; everything that counts cannot necessarily be counted.

     

    What to protect?  How to sense?  And how to control the non-negotiables? 

    Core Competencies, KPIs (Key Performance Indicators), KRIs (Key Risk Indicators), CSFs (Critical Success Factors), QA (Quality Assurance), and CCCs (Critical Control Components) will become your new vocabulary.  Do you know what they stand for?  What are the core operational systems that you need to build to ensure your company can deliver mission critical processes? And most importantly, how do you link your employee's job competencies with these systems? 

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    Establishing Your Governance Innovation Lab

    A few Google wannabe's may want to set up their own lab or academy. To do this, we work together and with leading design/business schools, to shape creative minds capable of launching new ventures. We have to begin at the Board of Directors level.

    High Flyers as Internal Consultants

    Nothing stirs up change better than a team of young, smart, energised high flyers led by a visionary leader. Properly guided and trained with the right tools -- such as Six Sigma, Lean, and UX -- your own SWOT team is the best hope to bring about a sustainable renewal.

     

    Our management trainers will train your team of high flyers as corporate troubleshooters, and help you establish an Innovation Academy to out-perform your closest rivals. You may want to measure such successes with Six Sigma tools.

     

    Let's not forget that your in-house consultants will be the best source of your future managerial talents.

    Walking Before Flying

    Your staff needs the right tools and education before they can fly with, and take your firm to the next level.

     

    Sometimes a few of your staff situated around the world may first want to strengthen their academic foundation, before embarking on a career as lifetime troubleshooters or board level advisors.

     

  • Family Business Governance

    Family Business Governance Improvement Program

    When only well-proven processes, methodology, and know-how would do....

    G. Li & Co has created and pioneered this program to help families reduce their risks and uncertainties during major transformation such as succession and IPO, moving from entrepreneurial to professional and striving to become a new multinational.

    For Your Family

    The Corporate Governance Practice is a leading player in delivering sensible and feasible governance practices for private enterprises, Asian family businesses and public sector

    organizations. In the team are some of the pioneers in the research and practices of corporate governance for Asian family businesses. Through a customized yet structured approach, we focus on helping the board to become more effective. Our decades of track records in enhancing the sustainability of the organization in fulfilling their objectives so that they can be more accountable to their stakeholders are unsurpassed.

  • "Understanding Corporate Governance in China"

    Robert Tricker and Gregg Li

    A new HKU publication by the team and is available at your local book store or through Amazon.

     

    When Gregg and I worked together in Hong Kong, around twenty-five years ago, we did not imagine that within a couple of decades, China would:

    • become the second largest economy in the world
    • have some of the most significant companies on the New York Stock Exchange board
    • create an affluent, car-owning middle class able to travel to Hong Kong, Europe, and North America, with their the children of some of them being educated in English public (i.e. private) schools
    • build smart cities using information technology to run activities in a virtually cashless society
    •  develop a modern transport network of motorways and railways 
    • launch a ‘belt and road’ strategy to link China with Europe by sea an land.

     

    In the 1980’s, the Chinese authorities decided to create a modern enterprise system, leading to a market economy. A new companies’ law was enacted in 1994 permitting the formation of companies. Many state owned enterprises (SOEs) were corporatized and some floated a minority of their shares on the stock market. New companies were created; some family firms, others reflecting national, provincial, or local interests.

     

    Experts from Hong Kong and the Organization for Economic Co-operation and Development (OECD) helped to produce corporate governance guidelines. Inevitably, OECD drew on corporate governance experience in countries in the West. But these countries are democracies with independent judiciaries, and a culture of business integrity.

     

    Individual accountability, transparency, governance regulations or code with regulatory bodies ready to cite non-compliance, which are taken for granted in the West, were not the norm in China. The Chinese culture is one of collective and shared accountability. Opaqueness had been the norm for many SOEs.

     

    The Chinese Government is an oligarchy, exercising significant central control with the judiciary serving the state. Nevertheless, the Peoples’ Republic has developed an innovative corporate governance regime, with supervisory boards reflecting the German two-tier board model, but also boards of directors with independent outside directors, more like the US and UK unitary board model.

     

    For years governance was left to companies, under the overall supervision of the State-Owned Assets Supervision and Administration Commission (SASAC) and the China Securities Regulatory Commission (CSRC). State involvement at a higher level tended to be distant. Some felt that the Communist Party’s leadership had been undermined so central authorities have recently sought to reassert party influence over the SOEs.

     

    However, corporate governance involves more than company law, governance guidelines, and the rules of the stock exchanges and regulatory authorities. Culture and ethics lie at the core of corporate governance – the culture of the country, each company and every board. In China, the corporate governance culture is still emerging; the ethics underpinning business activity are evolving; and relations between business and government continue to change.

     

    The roots of corporate governance in Hong Kong, by contrast were different. Under the British influence, Hong Kong developed its own legislature, an independent judiciary based on UK-style common law, and its own currency linked to the US$. The Hong Kong Stock Exchange dates from 1891. Institutions for company registration and regulation were created, and strong professions were formed – legal, audit, accountancy, finance, and company secretarial. This infrastructure and these institutions remained after 1997, when Hong Kong became a Special Administrative Region of China, after two hundred years as a British Protectorate.

     

    To reach its present economic and political significance in the world, mainland China has travelled a unique road. This historical and cultural context means that China has developed corporate governance with a distinct ‘Chinese face.’ Exploring and understanding the special features of corporate governance in China and the challenges ahead is the rationale for this book The intention is to provide a practical guide to current corporate governance issues and practices in mainland China and Hong Kong, with an insight into possible futures.

     

    China recognized, at the outset, that corporate governance was fundamental to economic development. Corporate governance systems are experimental and evolving. Unlike the West, which sees corporate governance as a necessary way to regulate business, China sees corporate governance as the means to economic growth for the benefit of the people and the State. This book tells that story.

     

    Bob Tricker

    June 2019

     

  • SinoAlpha Ventures

    When outside expertise just isn't enough...and you want our seasoned experts to be a part of your acceleration team. We design in governance and ethics, then we scale.

    Testbeds and Demonstrators

    Often the best way to introduce change and innovation is through experimentation. Innovation requires the making of mistakes. Through SinoAlpha, a "mission-impossible" team is introduced into the company, often before the next stage of hyper-growth.

  •  

    Joining Our Unique Team

    Thank you for enquiring. We do hire on behalf of our clients, and on an extremely rare occasion, we would bring in a partner from the outside. Since 1991 we have groomed over 50 younger executives however, as a way of giving back to the society. We are in the process of establishing company doctors across boarders.

     

    Professional management and governance consultants must be developed and tested properly, because they owe their livelihood to the clients they serve and to the industry they belong. 

    If you possess these fundamental skills and competencies, coupled with unquestionable integrity, please ask to speak with one of our angels-in-training...

     

    1. High intellect and emotionally stable

    2. Curious, resilient, and innovative

    3. Broad minded with good exposure (e.g. liberal arts degree from a top international university)

    4. Comfortable engaging clients from Shenzhen, to Hong Kong, to San Francisco, to Hawaii, and to London

    5. Lead in a team sports

    6. An inductive thinker plus a good listener

    7. Methodical and empathetic

    8. Confidence without an attitude

    Competency Set for Management Consultants Working in Hong Kong

    Years back we developed this competency test for the University of Hong Kong, Tsinghua University, and the Institute of Management Consultants in Hong Kong and China. This is a useful reference for prospecting management consultants.

    Professional Development Framework and Course Development for Management Consultants. 

     

    Our past interns have graduated from fine institutions such as Berkeley, Stanford, Carnegie Mellon, LBS, UCLA, Tsinghua, Polytechnics University, UC Davis, Columbia, HKUST, Chinese University, UT, Exeter, and Monash to name a few. We look at how you have overcome your challenges in your formative years, regardless of the reputation of your school. How you have questioned but accepted tradition weights more than a pedigree from a school.

     

    All of our interns are "re-trained" in inductive thinking, given real and complex challenges to solve, and compensated on a competitive level.

    Only one to two interns are hired each year and all must pass rigorous tests to qualify.

     

     

  • Getting in touch...

    Any questions? Feel free to drop us a line. We are frequently on the road and best to leave us a message.

     

    HK Offices:

     

    33 Des Voeux Road, 9/F. Garage Society, Central. Phone: (852) 3952-7256

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