G. Li & Company Ltd (GliCo) is a private governance architectural practice in an era of Smart Cities and Nations.
The Company, founded in 1991 by Dr. G, creates new blueprints and builds the scaffoldings for sustainable control and power.
We design organic governance structures that runs the gamut for unicorns to family businesses; from not-for-profits that ranged from charities to universities; and from REITs to private equities.
G. Li & Company 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.
Make a difference: by contributing leading management innovation, to the society and continually asking how management practices can be improved and be more relevant.
Believe in data: Freedom to critique, to challenge and convince our colleagues and clients of our viewpoints based on data, and not biased reasoning.
Pay it forward: help our clients, our students, and our colleagues become better citizens and potential leaders. Fees are secondary.
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.
Play fair: Integrity and fair dealing: simply doing what we say we will do. Making sure everyone involved is dealt with fairly.
Practice excellence. The belief that excellence matters, and continual excellence and quality underpin everything we do.
Do best in teams. Teamwork without doubt. No exceptions! Loners will not survive here.
Get it done. All excuses aside, we will deliver as per our promise…always, and with impact if possible.
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.
Lead with passion and professionalism. Underpinning everything we do is our passion for consultancy and the wish to raise professionalism to higher standards.
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:
How does a new Board of Directors look like?
Form follows function in architecture, and so it is for board designs.
Questions to ask:
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.
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?
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...
High intellect and emotionally stable
Curious, resilient, and innovative
Broad minded with good exposure (e.g. liberal arts degree from a top international university)
Comfortable engaging clients from Shenzhen, to Hong Kong, to San Francisco, to Hawaii, and to London
Lead in a team sports
An inductive thinker plus a good listener
Methodical and empathetic
Confidence without an attitude
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.
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.
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.
Our team of professors and board advisors are linked with a dozen of the best universities and polytechnics in the world in change and innovation -- such as Stanford, Berkeley, HKU, INSEAD, HKUST, UCLA, Washington University in St. Louis, Polytechnics University of Hong Kong, Chinese University of Hong Kong, and Warwick -- and potentially we are able to structure and tailor an entire program for 30 or more senior staff with one of these fine universities, especially for your firm or family.
Some simple guidelines on how to use the information contained in this website.
Our Privacy Statement
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Acknowledgement of Photographers
Special acknowledgement goes to Mr. Jack Poon and Mr. Anthony Mak for those super pictures used in this web. They are the owners of some of the pictures.
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