Cultivating a Valuable Network
When David Zhang founded investment management firm Ginkgo Global Capital, he already had more than two decades of experience working in the financial industry. As his organization became more established, David knew he needed to improve his leadership capabilities to manage its growth. Inspired by the Harvard Business School (HBS) case study method, he applied to our Senior Executive Leadership Program—China (SELPCH). While in Boston for the first module, David explained how the program has helped him become a more effective leader and build a valuable network of peers.
Why did you decide to go into banking?
I started my career as a strategy consultant at Roland Berger in Shanghai. I then went to work for Rockwell and TDF Ventures, and in 2007, I joined Bain Capital during the financial crisis. I was totally inspired by Bain’s story—and recognized important similarities in my own region. It helped me realize that there are huge opportunities for quality global asset management within China and the surrounding area.
Why did you choose to attend SELPCH?
Harvard has a prestigious reputation in China—and HBS is the jewel on the crown. I discovered this program through the Harvard Shanghai Center. By attending forums at the center, I saw the power of the case study method. It is a unique way to leverage not only the knowledge of the professors but also the expertise of the other participants.
What do you think of the four-module format?
I love it. The combination of locations is very effective. Going to Boston is definitely important, because you get face-to-face access to so many prestigious faculty members. But the Shanghai modules are great additions too, because they give you an opportunity to network locally.
What stands out to you so far?
There have been several “wow” moments in the program. Last night, we had a leadership journey discussion in which each person was supposed to spend 10 minutes discussing his or her leadership and life journey—the highs and the lows. But we each ended up spending closer to 40 minutes talking. As Chinese entrepreneurs, we might have met for a drink, but we never would have had such a deep conversation outside of this program. Now, we feel very connected as a group.
What has been your favorite part of your program experience so far?
Two things stand out so far—the first is the structured, thought-provoking case study discussions and the second is the discussions we have shared about our personal leadership journeys. We do a lot of soul searching, which helps us be more honest with each other. As a result, we learn from the case studies and also from each other.
The sessions are taught in both Chinese and English through simultaneous translation. How has that been for you?
It has been fine for me, because I speak both languages. I think the real value is that it brings more Chinese-speaking entrepreneurs into the discussion, which is unique. Because of that, I believe the simultaneous translation works very well. It eliminates barriers to understanding and allows for better discussions.
How would you sum up SELPCH for someone who is considering the program?
This program offers significant value, with insights from top faculty and real-life case studies. Learning alongside like-minded leaders from the region creates an even richer experience.