Running a joint venture in China is one of the most rewarding—and challenging—experiences an international business leader can take on. It requires navigating not only different business systems and regulations, but also distinct management cultures, communication styles, and strategic expectations between partners. Over time, you learn that success depends as much on trust and alignment as it does on contracts and capital.
After years of managing a U.S.–China manufacturing joint venture, I’ve seen firsthand what works, what doesn’t, and what truly makes the difference. The lessons extend far beyond financial performance—they touch on leadership, cross-cultural understanding, and the ability to adapt without losing your core values. In this post, I’ll share five key lessons that have shaped how I approach partnerships, problem-solving, and growth in the China market.