In such a fiercely competitive industry, few entrepreneurs have managed to shape its direction over the long term. Michael Morhaime, co-founder and former Chief Executive of Blizzard Entertainment, stands as one of the most influential figures in that transformation. From the rise of PC gaming in the 1990s to the emergence of massively multiplayer online worlds, and now to a renewed focus on creative culture, his career has closely mirrored the evolution of the modern games industry.

Morhaime has repeatedly pointed to the design philosophy that defined Blizzard and left a lasting impression on the industry: “Gameplay always comes first.” Originating from Blizzard’s long-standing internal principle, Gameplay first, this idea captures his core belief about game development: before any market strategy or technological innovation, the player experience must remain at the centre of everything.

A Generation of PC Gaming Shaped Not by Markets, but by Engineers with a Vision

In 1991, Michael Morhaime, together with his UCLA classmates Allen Adham and Frank Pearce, founded a small game development company in California named Silicon & Synapse. The company would later become known as Blizzard Entertainment. In its earliest days, the team was modest in size, primarily undertaking porting work and outsourced development. Yet during this period, the founders began to define a clear ambition: to build worlds of their own.

The release of Warcraft: Orcs & Humans in 1994 marked the company’s first breakthrough, while Warcraft II in 1995 significantly expanded Blizzard’s presence in the emerging PC gaming market. At the time, the industry itself was still in a phase of rapid evolution, but Blizzard’s titles quickly gained traction among players. Reflecting on the company’s design philosophy, Morhaime once remarked, “We want to make the best games possible.”

This commitment to quality allowed Blizzard to cultivate an unusually loyal player base throughout the 1990s. With the success of StarCraft (1998) and the Diablo series, the company’s global influence grew rapidly. In particular, the popularity of StarCraft in South Korea helped lay the foundations for modern esports, marking a moment when gaming began to establish itself as a global cultural force.

When Games Became Worlds, Companies Began to Run Entire Economies

The release of World of Warcraft in 2004 would prove to be one of Blizzard’s most consequential contributions to the industry. As a massively multiplayer online role-playing game (MMORPG), it introduced a fundamentally different model: the persistent, continuously evolving virtual world.

At its peak, World of Warcraft attracted more than ten million subscribers worldwide. Unlike traditional single-player titles, the value of an MMO lies not in one-off sales, but in sustained engagement. Players inhabit the same world, interacting, collaborating and competing over extended periods, turning the game into a living, evolving social platform.

Discussing the success of MMO design, Morhaime has emphasised a principle that became central to Blizzard’s approach: “The most important thing is to listen to the players.” In a live service environment, player feedback directly shapes the direction of development. This ongoing dialogue between developers and community helped Blizzard establish enduring relationships with its audience.

Blizzard’s annual BlizzCon convention stands as a reflection of this culture. Since its inception in 2005, it has grown into one of the world’s most prominent gatherings of gaming communities. In his opening addresses, Morhaime would often remind attendees, “You are the heart of Blizzard,” underscoring the central role of players in shaping the company’s worlds.

As Gaming Entered the Capital Markets, Creative Culture Came Under New Strain

As Blizzard’s influence continued to expand, the company was gradually drawn into a broader corporate structure. In 2008, Activision merged with Vivendi Games to form Activision Blizzard, marking a defining moment for the industry’s integration into global capital markets. It was a transition that not only reflected the sector’s growing economic significance, but also introduced a new level of complexity in corporate governance and competitive pressure.

For a creative industry, such structural shifts inevitably bring tension. Game development requires time, iteration and a tolerance for uncertainty, while capital markets tend to favour speed, predictability and returns. The resulting friction between creative culture and financial discipline has since become a defining theme in discussions around the modern games industry.

In 2018, Michael Morhaime announced that he would step down as Chief Executive of Blizzard, bringing to a close a 27-year tenure. For many within the industry and its global community of players, his departure marked not simply a leadership change, but the end of a formative era in Blizzard’s history.

Beyond Blizzard, Morhaime Set Out to Build Not Just a Company, but a Creative Environment

In 2020, Morhaime, alongside several former Blizzard colleagues, founded a new company: Dreamhaven. Headquartered in Irvine, California, the company operates two internal studios, Moonshot Games and Secret Door.

Dreamhaven represents a deliberate departure from the conventional structure of large-scale game publishers. Rather than prioritising rapid output or market cycles, it seeks to cultivate an environment in which developers can sustain creative work over the long term. As Morhaime has put it, “We want to create an environment where developers can do their best work.”

At its core, this philosophy reflects a belief that game development is fundamentally collaborative, and that organisational culture plays a more decisive role than technology alone. In many respects, Dreamhaven can be seen as an extension of Blizzard’s early ethos, one in which creative work is not subordinate to commercial pressure, but placed at the centre of the enterprise.

The Next Phase of Competition Will Be Defined by Who Can Truly Build Worlds for Players

Today, the games industry stands at another inflection point. Advances in cloud computing, artificial intelligence and real-time social platforms are reshaping how players engage with digital worlds. Games are increasingly evolving from discrete entertainment products into persistent environments, while players themselves are no longer merely consumers, but active participants within living communities.

Viewed in this context, Michael Morhaime’s career traces a clear arc across the industry’s evolution from the rise of PC gaming, to the emergence of massively multiplayer worlds, and now towards a renewed emphasis on creative ecosystems. Across these phases, his central question has remained consistent: how to build structures in which creativity can endure over time.

In an industry often driven by short-term cycles and rapid technological shifts, Morhaime’s approach has remained distinctly long-term. As he has often reminded players at BlizzCon, “You are the heart of Blizzard.” It is a statement that captures his broader philosophy: that the true foundation of any game world lies not in technology or capital, but in the enduring relationship between creators and the communities they serve.

Recommend for you:

COP30 Leaders｜COP30 CEO Ana Toni: If You Are Not Part of the Solution, You Are Part of the Problem!

COP30 Leaders｜United Nations Secretary-General António Guterres: COP30 Marks a Critical Moment for Humanity

The post Michael Morhaime and the Principle That Gameplay Comes First first appeared on The Icons.

For years humanoid robotics has been associated with balance, motion and carefully choreographed demonstrations. Machines danced, flipped and ran with impressive precision, yet those displays rarely translated into large-scale economic applications. Increasingly, however, 2026 is being described inside the industry as the year when embodied intelligence began approaching a more meaningful threshold. The challenge is no longer whether robots can move beautifully, but whether they can function reliably inside factories, shops and everyday environments. If that transformation succeeds, the Spring Festival Gala appearance may eventually be remembered not merely as a performance but as the moment humanoid robotics stepped out of the laboratory and into public imagination.

Wang Xingxing and the Belief That Motion Comes First

Wang Xingxing, founder and chief executive of Unitree Robotics, has become one of the most closely watched engineers in China’s robotics sector. Born in Ningbo in 1990, his academic path initially appeared unremarkable. During secondary school he struggled with English examinations and reportedly passed the subject only a few times over three years, leading one teacher to tell his mother that the boy seemed slow. Yet outside the classroom Wang displayed remarkable mechanical intuition, building a wind-powered vehicle from scrap cardboard at the age of ten and constructing a miniature engine by the time he was fifteen.

In 2009 Wang entered Zhejiang Sci-Tech University to study mechatronics despite scoring only 28 points in the English portion of China’s national university entrance examination. During his first year he reportedly assembled a simple bipedal humanoid robot using only 200 yuan worth of components. Years later that early fascination with mechanical systems has evolved into one of China’s most influential robotics companies. In February 2026 Wang was appointed vice chair of the Ministry of Industry and Information Technology’s technical committee responsible for humanoid robotics and embodied intelligence standards.

Speaking at the committee’s annual meeting, Wang explained that Unitree’s Spring Festival Gala performance demonstrated what the company calls its “Kung Fu mode”, combining robotics control algorithms with movements inspired by traditional Chinese martial arts. Behind the choreography lies a set of technical upgrades including dexterous robotic hands and expanded perception through 3D LiDAR sensors mounted on the robot’s head. One of Unitree’s most important breakthroughs has been full-body teleoperation, allowing human motion to be captured and transferred directly to robotic systems in real time, generating valuable training data for humanoid machines.

“I hope that when I attend events in the future, I won’t need to go in person,” Wang said. “I could simply send my robot and control it remotely.” For him the transition from spectacle to productivity begins with movement itself. “Movement is the prerequisite for work. Only when motion becomes stable enough can robots perform tasks reliably.” Unitree robots already achieve near perfect success rates in certain single-task assembly operations, although complex multi-step processes remain difficult. In 2025 the company shipped more than 5,500 humanoid robots, placing it among the largest producers globally.

Jiang Zheyuan and the Speed of a Guerrilla Team

If Wang Xingxing represents the engineer-founder archetype, Jiang Zheyuan embodies a very different entrepreneurial temperament. Born in Beijing in 1998, Jiang grew up in a highly academic household. His father is a physics professor at Tsinghua University and his mother teaches at Peking University, yet Jiang himself felt drawn not toward academic research but toward entrepreneurship. In 2023, while studying for a doctoral degree at Tsinghua, he made a decision that surprised many people around him and left the programme to start a robotics company.

The early stage of the business was extremely fragile. The founding team consisted of just three people and a PowerPoint presentation, and their first fundraising attempt sought a valuation of fifty million yuan yet struggled to attract investors. When Jiang eventually secured just over thirty million yuan in funding he made what he later described as a typical mistake of young founders. Expansion accelerated rapidly, monthly expenditure exceeded three million yuan and the company suddenly faced severe financial pressure.

At that moment Jiang confronted a stark choice. Should the company slow down, conserve resources and extend survival, or accelerate aggressively in the hope of breaking through before funding ran out. He chose acceleration. Recruiting experienced engineers proved difficult, so Jiang designed extremely demanding technical tests to identify unconventional talent. One algorithm engineer who might easily have been rejected by major technology firms eventually helped train the control systems responsible for the dynamic movements of NOETIX Robotics’ N2 humanoid robot.

The company’s appearance at the 2026 Spring Festival Gala alongside veteran comedian Cai Ming offered a rare moment of national exposure. Jiang has never dismissed criticism that the world does not need millions of dancing robots, yet he believes those early machines play an essential role in technological progress. “We may not need a million robots that can dance,” he said, “but without those early robots we would never build the machines that eventually create real value for human production and daily life.” NOETIX Robotics today employs fewer than three hundred people, and Jiang often describes the organisation as a guerrilla team capable of moving quickly, making decisions fast and executing without hesitation.

Wu Changzheng and the Industrial Path to Robotics

Wu Changzheng represents a more experienced generation of robotics entrepreneurs. Before founding MagicLab he led the development of Xiaomi’s well known quadruped robot project, giving him deep experience in both robotics engineering and large-scale product development. The company he later established has expanded rapidly since its founding in 2024, completing two major funding rounds within its first six months and quickly attracting attention within China’s robotics investment community.

Wu believes the future of humanoid robotics will not emerge from spectacular demonstrations but from gradual integration into industrial systems. In his view robotics adoption is fundamentally a process transformation challenge rather than a single technological breakthrough. Factories, logistics networks and production environments must adapt in order to integrate intelligent machines effectively. MagicLab therefore focuses on deploying robots in real environments and improving them continuously through iteration and operational feedback.

The company has pursued deep vertical integration and develops more than ninety percent of its hardware components internally, including joint modules, actuators, dexterous robotic hands and control systems. This approach allows MagicLab to refine both hardware and algorithms simultaneously as robots encounter real industrial tasks. In 2025 the company launched the Thousand Scenario Co Creation Initiative, a programme designed to explore large numbers of practical deployment scenarios across manufacturing, logistics and inspection. Companies from sectors such as automotive manufacturing, semiconductors and consumer electronics have already joined the initiative to test humanoid robots in real operational environments.

Wu summarises the company’s philosophy in practical terms. The question is not whether robots look human or perform impressive demonstrations. The real question is whether embodied intelligence can solve concrete operational problems and reduce the burden of human labour in complex industrial systems.

Wang He and the Search for Data

Among the four founders, Wang He represents the most academic approach to robotics. Born in 1992, he studied electronic engineering at Tsinghua University before completing his doctorate at Stanford under renowned robotics researcher Leonidas Guibas. After returning to China he joined Peking University, where he established a laboratory dedicated to embodied perception and human-robot interaction.

Wang believes the greatest challenge facing humanoid robotics is not mechanical design but data. Internet companies can collect behavioural information from millions of users every day, but robotics companies must find alternative ways to generate training data for machines operating in physical environments. Galbot therefore relies heavily on simulation, building virtual worlds where robots can train on enormous quantities of synthetic motion data before entering real environments.

The team has developed an embodied AI model trained on billions of simulated motion sequences combined with a smaller set of real-world observations. Using this approach the company has deployed robots in experimental retail environments in Beijing, where machines retrieve products, manage inventory and deliver goods to customers in automated stores operating around the clock.

Despite the excitement surrounding humanoid robotics, Wang does not expect a sudden technological explosion comparable to the rise of large language models. “There will probably not be a single ChatGPT moment for embodied intelligence,” he said. Instead he believes the field will advance through gradual accumulation of data, continuous algorithm improvement and steady deployment across specific industries.

From Performers to Participants

Taken together, the four founders who appeared on the Spring Festival Gala stage represent different paths toward the same technological destination. Wang Xingxing focuses on motion capability, Jiang Zheyuan relies on entrepreneurial speed and unconventional talent, Wu Changzheng emphasises industrial deployment and operational integration, while Wang He concentrates on data generation and simulation-driven learning. These approaches differ in strategy but converge in ambition.

The goal is to transform robots from performers into participants in the real economy. The ultimate test of humanoid robotics will not be whether machines can dance on stage or impress audiences with carefully choreographed movement. The real question is whether they can operate quietly inside factories, warehouses, shops and homes, performing tasks reliably and safely.

If that moment arrives, the performances that captivated audiences during the 2026 Spring Festival Gala may eventually be remembered as the beginning of a much larger shift. What appeared to be entertainment on one of China’s most famous stages could mark the early steps of a technological transformation that reshapes how work itself is performed.

Recommend for you:

UK Prime Minister Keir Starmer: Rebuilding Britain’s Future Through Responsible AI Sovereignty

London Tech Week Opens, NVIDIA CEO Jensen Huang: Lights Up Europe’s AI and Marks the Beginning of a Sovereign Era

The post China’s “Iron Legion”: Wang Xingxing, Jiang Zheyuan, Wu Changzheng and Wang He and the Breakthrough Year of Embodied Intelligence first appeared on The Icons.

Barbie Hsu rose to fame with her portrayal of the resilient Shancai in “Meteor Garden,” a role that cemented her place in the history of Mandarin idol dramas. She further solidified her status with performances in “Mars” and “Summer Desire.” However, her influence reached well beyond television. She was a long-time advocate for environmental sustainability, a vocal supporter of women’s rights, and a generous benefactor during crises such as the Wenchuan earthquake and the COVID-19 pandemic. Through her tireless efforts, she embodied the social responsibility of an artist, leaving an indelible mark not only in entertainment but also in philanthropy and the pursuit of sustainable development goals (SDG).

The Rise of the “Queen of Idol Dramas”

Barbie Hsu was born in 1976 in Taipei and debuted alongside her sister Dee Hsu as the pop duo ASOS. In her early career, she gained recognition through music and variety show hosting. By the late 1990s, her sharp and witty style on the programme “100% Entertainment” made her one of Taiwan’s most prominent television hosts. However, it was her role in the 2001 drama “Meteor Garden”—a production that ushered in a new era for Mandarin idol dramas—that truly propelled her to stardom.

In this highly influential youth series, her portrayal of Shan Cai was more than just a memorable character; it became an emblem of resilience, independence, and defiance against authority for countless young women across Asia. Following the show’s success, which rapidly gained a massive fanbase across the region, she cemented her status as a defining figure in Taiwan’s idol drama scene in the new millennium. She continued to captivate audiences with her performances in “Mars” and “Summer Desire,” where she further embodied strong-willed and rebellious female roles, solidifying her reputation as a leading actress.

Beyond the screen, Barbie Hsu’s influence extended far into social advocacy. Over the years, she not only remained dedicated to the craft of filmmaking and television but also actively engaged in philanthropic initiatives, championing environmental sustainability, women’s rights, and the welfare of underprivileged communities. Through these efforts, she demonstrated the deeper societal responsibility that comes with being a public figure.

More Than a Star: A Champion of Philanthropy

Beyond her illustrious career in entertainment, Barbie Hsu remained deeply committed to philanthropy, consistently supporting vulnerable communities through concrete actions. She never used charity as a means of self-promotion, yet whenever society needed help, she responded without hesitation.

In 2008, following the devastating Sichuan Wenchuan earthquake, she and her sister Dee Hsu donated through the Taiwan Red Cross, aiding disaster victims in rebuilding their lives. Her generosity reflected a profound empathy for those in hardship, reinforcing that her influence extended beyond the screen—she was a public figure with a heart for social responsibility.

When the COVID-19 pandemic struck in 2020, causing a global shortage of protective medical supplies, she and her former husband donated essential materials to frontline healthcare workers. Without seeking public recognition, she ensured that medical personnel had the necessary protective gear, making a tangible difference during a critical time.

Beyond disaster relief and public health efforts, Barbie Hsu was a steadfast advocate for environmental conservation. She openly opposed the consumption of shark fin, urging the public to protect marine ecosystems. For years, she championed a plant-based lifestyle, believing that reducing meat consumption benefits both personal health and the planet by significantly lowering carbon emissions. Her commitment to sustainability was evident in her daily choices, from minimizing plastic use to opting for recyclable materials—seemingly small habits that demonstrated her dedication to environmental responsibility.

“We have the right to choose our way of living, and that choice should not only consider ourselves but also the environment, animals, and the world as a whole.”

Her philanthropic spirit was never superficial; through every action, she inspired others to recognize the true meaning of love and responsibility.

A Champion of Women’s Empowerment

Barbie Hsu was a steadfast advocate for women’s rights, using her influence to empower women to pursue their self-worth with confidence. Her beauty book, “Beauty Queen,” was more than just a guide to skincare and makeup—it was a declaration of female self-assurance. She emphasized that beauty should not be about conforming to societal standards but rather a means of self-affirmation. Encouraging women to care for their appearance while also valuing their inner strength, she promoted the idea that personal style should be an expression of individuality rather than a submission to unrealistic ideals. The book resonated deeply with readers, becoming one of Taiwan’s best-selling beauty guides of its time and reshaping an entire generation’s perception of beauty.

In her personal life, Barbie Hsu similarly embodied female autonomy. Her marriage and subsequent divorce were widely scrutinized by the media, yet she remained resolute in her choices, prioritizing her own happiness over societal expectations. In an interview, she once stated, “Happiness is something only you can define—you don’t need to justify it to anyone else.” This sentiment was not only a reflection of her own experiences but also an empowering message for women to reclaim their freedom and agency in life.

Her advocacy aligned perfectly with Goal 5 of the United Nations Sustainable Development Goals: Gender Equality. Through her influence, she championed women’s rights and encouraged greater autonomy in careers, families, and personal decisions. By advocating for equal participation across all sectors of society, she played a crucial role in advancing the movement for gender equity.

Barbie Hsu’s stance inspired countless women to make choices for themselves, whether in love, marriage, or life in general. She proved that women do not have to be confined by societal expectations or predefined roles. Her legacy stands as a powerful testament to female empowerment, making her not just an icon of her era but a driving force for gender equality.

Forever Shancai

Barbie Hsu was an icon to many, but she was never just a symbol beneath the spotlight. She responded to society with action, used her influence to spread kindness, and defined her own worth with unwavering determination. She not only brought to life a generation-defining character but also became a role model in reality. Whether as Shancai on screen or as her resilient, independent self in everyday life, she continuously inspired the world with courage and sincerity.  

What she left behind is more than just beloved films and dramas—it is her commitment to philanthropy, her dedication to environmental causes, and her advocacy for women’s empowerment. She never treated “good deeds” as a label but rather as an intrinsic part of her daily life, quietly yet profoundly shaping society. She once said, “True beauty comes from confidence and kindness from within.” These words were not merely her perspective on beauty but a reflection of the values she lived by.  

Her passing is deeply mourned, yet her spirit will not fade with time. The values she championed will continue to resonate, guiding future generations toward a world filled with compassion, strength, and purpose.

Recommend for more:

Leaving the Spirit of the UN SDGs, “Martial Arts Queen” Cheng Pei-Pei Takes a Final Bow from the Stage of Life

Graceful Shades of Sunset: Reflecting on Chiung Yao, Her Works, and Her Love

The post Sustainability and Philanthropy: Barbie Hsu’s Enduring Legacy of Love and Responsibility first appeared on The Icons.

Leo International Group Chairman and Founder Leo Wang, who has had a passion for studying history since his youth, discovered in the process of exploring the management of century-old brands from both China and abroad that the key to a century-old enterprise’s enduring success lies not only in the constant innovation of the business model to meet the needs of customers across different eras but more importantly, in the mission and vision of the company’s leaders. In the transmission through the sands of time, facing the process of iterative transformation, it is crucial to continue contributing value to the world and creating more virtuous cycles.

“Learning from the example of my family’s elders, from social charity and public welfare, all the way to my role as a general manager in century-old foreign companies in Europe and America, we are now joining hands with hundreds of listed international groups to create a new pattern of global luxury services. The core concept in my heart is ‘altruism’, where ‘others’ does not refer to a single person but to the world,” he shared.

Leo Wang, who single-handedly built the Leo International Group, has, in just over five years since its inception in 2016, risen to become Asia’s largest top-tier brand agency distribution group. He joyfully shares that the reason for achieving such impressive global development in such a short time is because he has engraved the ‘altruistic’ spirit of a century-old business into the DNA of Leo International Group, forging a ‘win-win’ situation in collaboration with hundreds of partner brands.

“If you gently uncover the thoughts of the founders of these century-old classic brands, you will definitely see two sides: one is the continuous improvement in their pursuit of business and aspirations; the other, inevitably, is the dedication to the world, and even to the era.” Leo Wang emotionally stated, “A century-old inheritance’s core soul must be empathy with the world.”

From Century-old Family Enterprises to Century-old Foreign companies, Embarking Again on Leo International’s Centennial Journey

Before setting sail with Leo International Group, Leo Wang ascended to the position of General Manager of a European global luxury group at an unusually rapid pace within nine years, taking charge of key markets in Asia-Pacific regions such as Taiwan, Hong Kong, and Macau before the age of 40. It’s well-known that coming from what seems like a picturesque historical backdrop, century-old European luxury brands, with their unique fashion craftsmanship and patented cutting techniques, have transformed quartz minerals into crystal products that embody romance, fashion, classic, and practicality, establishing the world’s most representative crystal kingdom. What Leo Wang often shares is the brand spirit behind this European luxury crystal kingdom, which has given him deep insights:

“The process of making crystal involves the use of 90% water, hence, the founders of European luxury brands have a special affection for water.” Leo Wang shared that in 1907, the first large hydroelectric power station was established, providing clean energy for cutting machines and lighting energy for nearby mountain areas. Subsequently, several hydroelectric power stations were established in various locations, all recognized as eco-friendly energy plants by European authorities. Additionally, the first cooling tower used to cool air compressors in European luxury started operating in 1970, saving about 90% of water for the cooling process.

“What moves me even more is that European luxury brands have successively opened water resource schools in many countries, including Austria, India, China, and Brazil, providing locals with access to clean water and introducing educational programs to teach people of different ages about the importance of water scarcity. Notice this? While taking care of the Earth, they elevate such kindness to the level of education, thus potentially maximizing the cycle of goodness.”

Having also served as the General Manager of a century-old listed American brand, managing numerous markets in the Asia-Pacific region, Leo Wang is deeply touched by the spirit of these enterprise founders. Over the centuries, these companies have always taken care of banana farmers and other partners in their supply chain, even when they could not guarantee their own profitability, and have continuously strived to develop more sustainable products. 

“They keep communicating with their supply chain, and even in their interactions with banana farmers worldwide, they always maintain an educational perspective. At that time, there wasn’t a clear concept like the United Nations’ SDGs (Sustainable Development Goals), but these entrepreneurs, with the world in their hearts, knew that while their businesses prospered, they also had to contribute to maintaining a better world.”

Leo Wang says that this spirit is also at the core of Leo International Group. His international team is making utmost efforts to integrate influential companies and leadership partners from various countries. He sincerely calls on top enterprises and outstanding talents to collaborate on cross-industry innovations, engage in philanthropy, participate in global sustainability efforts, and help improve lives worldwide.

Leo Wang: Education is the Source of Everything

Leo Wang’s family conglomerate is swiftly approaching its centenary, and under his stewardship, Leo International Group has also begun to flourish, with footholds across Asia. Like other centenarian enterprise leaders, Leo Wang never forgets his worldly concerns within his business and aspirations, particularly valuing “education”. Hence, Leo International Group has been a long-term sponsor of the Chinese Childrenhome & Shelter Association (CCSA), dedicated to child welfare.

“Orphanages typically care for ‘lost children’ until they turn 15. However, I believe the decade following their departure from the orphanages is just as crucial in shaping their entire lives. In other words, during these critical ten years, the people they meet and the experiences they undergo will undoubtedly affect them for life. I am deeply moved by CCSA’s mission and vision, and thus, I am willing to support the association to the best of my ability, enabling social workers to assist these children during their critical decade.”

Leo Wang notes that CCSA provides not only care, counseling, and financial assistance for living and education but crucially, fosters a positive cycle where numerous self-reliant youths serve as mentors, returning to help their younger counterparts:

“These stable, independent young individuals, who have entered companies like TSMC and Microsoft or have become outstanding leaders in their fields, use their summer vacations to visit various orphanages, foster care institutions, and correctional schools to share their stories. Seeing them narrate how they overcame setbacks, healed from their wounds, and gradually transformed their lives, and how they can turn around to encourage and support their younger brothers and sisters, convinces me that the future of this world lies with these children.”

Leo Wang recalls his desire to help underprivileged children, a sentiment rooted in his upbringing by his mother, “My mother was a nun who had embarked on the path of social welfare long before taking her vows. From a young age, I saw a diverse array of people, young and old, seeking my mother’s assistance with various life issues at our home. Witnessing their struggles and feeling my mother’s love for them, she expected me to ‘take from society and give back to society’, always embedding care for the community into our business.”

Leo Wang hopes his actions to improve the world will inspire more capable and willing individuals to join in giving back to society and supporting the vulnerable. With funding from Leo International Group, CCSA appointed Olympic gold medalist Kuo Hsing-chun as their spokesperson, launching the “Hope Heritage, Walk Across Taiwan” press conference in June last year to call for wider support. In March this year, they plan to hold a consensus camp in central Taiwan, where colleagues and volunteers from various locations will gather to plan further future visions, aiming to elevate children to new heights. Leo Wang can barely contain his excitement:

“We also support the preparation of a special book for the association, looking forward to its presentation to everyone soon. Ultimately, I’m willing to invest significant time and resources in these meaningful activities, both to honor my mother’s beliefs in giving back to society and to encourage more outstanding entrepreneurs to care for the next generation through Leo International.”

Leo Wang often shares with his partners that the United Nations SDGs are a common direction of effort, emphasizing the importance of doing as much as one can, “The UN has 17 SDGs, each of paramount importance, and Leo International Group’s business scope encompasses many aspects of ESG and SDGs. However, personally, I place special emphasis on the ‘education’ sector. Knowledge changes destinies, and this is the power to change the world.”

Heading Towards a NASDAQ Listing: Ultimate Altruism

Reflecting on the scope of services provided by Leo International Group, it’s easy to see Leo Wang’s international perspective and proactive approach in the group’s development. Since its establishment in 2016, the group has gradually built a cross-industry alliance, becoming Asia’s leading luxury service agency group. It represents 170 international luxury brands, 8 yacht brands, 3 equestrian and 10 supercar brands, manages 4,600 private jets across 300 cities worldwide, and offers membership booking privileges at over 5,000 luxury hotels. With top 100 global luxury brand partners, it integrates ten major sectors including “health seminar, asset trends seminar, technology, art, equestrianism, yachting, supercars, private jets, luxury goods, and resort dining”, providing comprehensive top-tier services to Asia’s elite, akin to having a family private butler, and is acclaimed as Asia’s “leading guide to top-tier lifestyle”.

Currently, Leo International Group’s cross-border services are expanding across major Asian cities. With the 2023 Nasdaq IPO guidance initiated, the establishment of US and Hong Kong holding companies includes services in Taiwan’s northern, central, and southern regions, as well as in Xiamen, Beijing, Shanghai, Hong Kong, Singapore, Kuala Lumpur, and other locations with clubhouses opening in succession. Applying for a Nasdaq listing in 2024, the company will continue its acquisition operations, with new openings in Sanya, Ho Chi Minh City, Hanoi, Jakarta, Tokyo, Osaka, Guangzhou, Seoul, and Dubai. Early 2024 will see tours in major Asian cities—Hong Kong, Shanghai, Singapore, Taipei, etc., in collaboration with private banks, investment banks, and yacht clubs to host VIP events, offering health seminar, asset trends seminar, luxury travel seminar, and numerous luxury private services. After the 2025 listing, there will be further expansion into the Europe and America regions, including London, Paris, Vancouver, Los Angeles, Seattle, Madrid, Rome, Milan, and Abu Dhabi, with plans to expand more clubhouses in these areas.

Leo Wang states that the group will continue to merge ten major sectors and a total of over 33 industry-crossing brand partners, operating like a “comprehensive top-tier lifestyle service version of Berkshire Hathaway”, rapidly acquiring a variety of enterprises for listing. After listing, the company will continue investing in excellent listed companies and startups with growth potential, becoming a comprehensive holding company. It is expected to list on the main board of the US NASDAQ within 18 to 36 months, achieving the listing plan.

As the business scope rapidly expands, garnering widespread optimism, Leo Wang remains true to his original intention, embracing the “altruism” belief that is indispensable in the annals of century-old enterprises:

“I’ve always held a vision that capable people integrate resources for mutual benefit, making the world a better place. Sun Yat-sen said, ‘Politics is the affair of the people,’ and managing the affairs of the people is politics. I often quote this to share that improving people’s lives is indeed the affair of the people and also the common social responsibility of entrepreneurs.”

Leo Wang says, as Leo International’s scope grows, so does its responsibility:

“But I will definitely persist and continue to invite outstanding leaders from all walks of society to change the world together.”

Recommend for you:

The US Contributes A Quarter of Global Greenhouse Gas Emissions! Jeffrey Sachs, Chairman of SDSN: We Must Strive for Accountability and Equity!

Navigating Sustainable Transformation! Catherine Huang, Sustainability Director of Victor Taichung of Taiwan, Chairperson of TDEA: Persist in Doing the Right Things, Leading the New Generation of Entrepreneurs to Transform Fundamentally

The post Leo International Group Chairman and Founder Leo Wang: A Century-Old Business’s DNA Must Be Etched with Empathy for the World first appeared on The Icons.

The NHS pilot, which assessed over 8,500 patients using the ‘capsule sponge test’, demonstrated that nearly eight out of ten patients who underwent the test were discharged without the need for further examinations. This has notably freed up endoscopy resources for patients at a higher risk and those urgently needing tests for oesophageal cancer.

The procedure entails patients swallowing a diminutive capsule-like device containing a tiny sponge designed to collect cell samples for analysis. Following collection, the sponge is retrieved through a string thread attached to it. The innovative test was developed by Professor Rebecca Fitzgerald, Director of the Early Cancer Institute at the University of Cambridge.

Professor Fitzgerald expressed her enthusiasm about the NHS England’s real-world pilot’s positive outcomes for the capsule-sponge test. She remarked, “It is tremendously exciting to witness the favourable results of the NHS England real-world pilot for our capsule-sponge test. This marks a significant advancement in making this straightforward test more widely available beyond clinical trials. Prompt diagnosis is crucial for enhancing patient outcomes.”

Barrett’s oesophagus, a condition affecting the oesophagus that may lead to oesophageal cancer in some patients, is typically diagnosed or excluded through an endoscopy following a referral from a GP to a gastroenterologist or another specialist capable of performing the procedure.

The sponge-on-a-string test trialled by the NHS offers a quick and non-sedative alternative during a brief appointment.

Amanda Pritchard, Chief Executive of the NHS, stated, “Thousands have now benefited from this incredibly efficient test within the NHS – whilst the sponge on a string is compact in size, it can significantly impact patients – allowing them to conveniently incorporate the test into their day. It often obviates the need for an endoscopy whilst also aiding in reducing waiting lists by freeing up staff and resources.”

In a survey conducted among over 250 patients who had undergone the capsule sponge test, many reported they would recommend the test to friends or family, with 94% experiencing only mild or no discomfort whatsoever.

The NHS initiated the test pilot during the pandemic amid heightened service pressures and a growing backlog for endoscopies.

Gastro-oesophageal reflux, or acid reflux, affects approximately one to two in every ten individuals to some extent, with some of these individuals potentially having or developing Barrett’s oesophagus, a precursor to oesophageal cancer.

There are around 9,300 new cases of oesophageal cancer in the UK annually. Detecting Barrett’s oesophagus at an earlier stage before it becomes cancerous is key to saving lives.

The NHS pilot was launched across 30 hospital sites in 17 areas in England, including Manchester, Plymouth, London, Kent, and Cumbria. The evaluation of the pilot indicated that the capsule sponge is highly cost-effective compared to using only endoscopy for diagnosis, saving approximately £400 per patient.

Patients with positive results from the capsule sponge test referred for an endoscopy had a 27.2% prevalence of Barrett’s oesophagus, compared to none among patients with negative results who completed an endoscopy.

One of the first pilot sites, at East and North Hertfordshire NHS Trust, has now conducted around 1,400 capsule sponge tests – offered to patients with reflux symptoms through a new consultant-led, nurse-run early diagnosis service, as well as to patients on an existing Barrett’s surveillance programme.

In the first 1,000 patients, the capsule test identified Barrett’s in 6% of patients with reflux symptoms and discovered two new cancers and three cases of dysplasia, potentially hastening the diagnosis time. Furthermore, 72% of patients with reflux symptoms were discharged back to their GP without the need for an endoscopy.

As of January, 368 patients have had a positive test result, approximately half of whom have confirmed Barrett’s oesophagus.

Dr Danielle Morris, a consultant gastroenterologist at East and North Hertfordshire NHS Trust, commented, “Employing the capsule sponge test as a diagnostic triage tool has provided immense benefits for patients, avoiding the necessity for an unnecessary gastroscopy in almost seven out of ten patients, and assisting in reducing endoscopy waiting lists. This enables us to prioritise those who truly require an endoscopy to have it conducted promptly.

“The test is performed by a single trained practitioner in an outpatient setting, making it significantly resource-efficient compared to a gastroscopy. Our patients are very supportive of the service – with nearly nine out of ten patients favouring the capsule sponge over a gastroscopy.”

Recommend for you:

Navigating Sustainable Transformation! Catherine Huang, Sustainability Director of Victor Taichung of Taiwan, Chairperson of TDEA: Persist in Doing the Right Things, Leading the New Generation of Entrepreneurs to Transform Fundamentally

Is the Global ESG Standard a Mess? TXA Private Board Secretary General Steve Hsu: Become the “Market Definer”!

The post NHS Chief Executive Amanda Pritchard: Cambridge’s Latest Capsule Sponge Test Puts Oesophageal Cancer Further at Bay! first appeared on The Icons.

Focusing on Cultural and Ecological Sustainable Tourism, Implementing “United Nations Declaration on the Rights of Indigenous Peoples”

This summit’s theme is “Tourism for Cultural and Ecological Sustainability”, aimed at implementing the  “United Nations Declaration on the Rights of Indigenous Peoples ” (UNDRIP) and promoting the concept of “responsible tourism”. During the conference, industry representatives, government officials, and academic experts from around the world deeply discussed how to foster local tourism by protecting cultural heritage and natural ecosystems. They also examined how tourism activities can effectively contribute to economic benefits, thereby supporting the sustainable development and community building of indigenous peoples.

Icyang Parod: Showcasing Taiwan’s Indigenous Culture to the World

In his opening speech, Vice Premier Cheng Wen-tsan highlighted that Taiwan is not only famous for international landmarks such as Alishan, Sun Moon Lake, and Taipei 101 but also for its unique cultural heritage of 16 indigenous tribes. The government fully sponsored the registration fees for all participants at this summit to allow more international friends to explore Taiwan’s diverse and rich cultural landscapes through this platform. Icyang Parod, the Chair of the Council of Indigenous Peoples, chose to deliver his speech in the Amis language, demonstrating the unique charm of indigenous culture. The simultaneous interpretation provided on-site further elevated this cultural confidence to an international audience.

Icyang Parod warmly welcomed the guests in Amis language:

“Dear friends, thank you for coming from afar to join this grand event. Here, we share not only our land but also our culture and spirit. ‘TULU’ in our Amis language means ‘three’, symbolizing the third edition of this summit and representing the convergence and integration of diverse cultures. The theme of this summit is ‘Tourism for Cultural and Ecological Sustainability’. We hope that through this gathering, not only will the world see the indigenous culture of Taiwan, but also that we can use international efforts to promote the sustainable development of our culture.”

Icyang also mentioned that the indigenous people possess wisdom of coexistence with nature, a precious legacy from their ancestors. Today, everyone is eager to share this wisdom with friends from around the world, together seeking how to maintain cultural identity while achieving a balance between economic development and ecological conservation in modern society.

International Guests Experience Culture and Ecology in Taiwanese Indigenous Tribes

The schedule for this summit is packed, including 2 keynote speeches, 4 forums, and 6 panel discussions, officially starting from the afternoon of April 18. To enhance participants’ understanding of Taiwanese indigenous cultures and ecologies, the organizers have specially designed three different cultural exploration routes to take international guests on field visits to several indigenous tribes. This not only serves as an in-depth cultural exchange opportunity but also as a feast for the eyes and spirit.

Through field visits, attendees have the chance to interact directly with indigenous communities, gaining a deeper understanding of their lifestyles and cultural spirits. These tribal visits are not just tourist activities but profound cultural exchanges and learning opportunities. For example, visitors can learn how the indigenous people use local resources to craft handicrafts or participate in traditional singing and dancing performances, which are crucial for enhancing appreciation and understanding of indigenous cultures.

Indigenous Tourism Flourishing Under Global Perspective

The TULU Summit is initiated by the World Indigenous Tourism Alliance (WINTA) and has been dedicated to promoting indigenous-led tourism development since its first edition in New Zealand. This platform not only promotes tourism but also serves as an important stage for international cultural exchanges and policy dialogues. Each summit deepens the dialogue and cooperation internationally, fostering the prosperity of indigenous tourism. The organizers’ decision to host this event in Taiwan aims to further strengthen global connections and enhance the international visibility of Taiwan and its unique culture.

Recommend for you:

Doing the Right Thing: Chiung Yao’s Granddaughter CrazyMeow Gives Stray Pets a Home with Her Brush

Advancing Sustainable Transformation in Livestock Farming Ahead of Time! CEO of Nice Garden Industrial and Director of Taiwan Digital Enterprise Association, Kevin Wu: Innovation and Adaptation Are the Only Survival Rules!

The post Global Efforts to Promote Indigenous Tourism! Taiwan’s Indigenous Affairs Leader Icyang‧Parod: Language No Longer a Barrier with Technology first appeared on The Icons.

Beyond ARM: Comprehensive Development Opportunities in the UK’s Semiconductor Industry Chain

“When it comes to the association between the UK and the semiconductor industry, the first thing that comes to mind is the success story of ARM. Undoubtedly, ARM is indeed a shining jewel, but it is only a part of the entire industry chain,” Dr. James Yang pointed out. Many people’s understanding of IP might remain superficial. “IP (Intellectual Property) business is extremely important, yet it does not involve the physical operation of hardware and electrical signals. IP is like a programming language; you can use it to write a program to run a certain function. But this does not mean you know how to design a computer.”

Dr. James Yang believes that the UK needs to establish its own semiconductor industry ecosystem, rather than just relying on IP. “This requires comprehensive development from IC design to foundry services, and then to final manufacturing. The UK currently lacks large and well-known companies in the semiconductor design field. Of course, it does not have its own foundry either.”

In Dr. James Yang’s view, this is an opportunity for Taiwanese companies to enter the market and provide a one-stop service from IC design to final production.

Green Innovation: ESG and Energy-Saving Transformation in the Semiconductor Industry

Dr. James Yang further explained the topics of ESG and SCGS, stating, “ESG is a critical standard for measuring a company’s performance in sustainable development. SCGS, on the other hand, is the practical application of implementing ESG standards in supply chain management.” He indicated that their company has integrated such philosophies into the development of EDA (Electronic Design Automation) tools.

In further discussion on energy-saving issues, Dr. Yang particularly emphasized that while pursuing technological innovation, the semiconductor industry must consider energy saving as a crucial metric. This applies not only to product design and manufacturing processes but also extends to the entire product lifecycle. Taiwan’s pivotal role in the global semiconductor supply chain endows it with a unique responsibility to promote energy-saving technologies. Dr. Yang advocates for the use of innovative EDA to foresee and swiftly address future issues from the early stages of product design, thereby driving the entire industry towards a greener and more sustainable direction.

“Our company ( Arculus System Co., Ltd. )’s Green EDA tool is developed with this in mind. EDA tools are the core of IC design, determining design efficiency and the energy consumption of the final product. The design mindset of tools from the IDM (Integrated Device Manufacturer) era does not fit the current FABLESS (semiconductor companies without fabrication plants) model. Modern EDA tools should help clients foresee and solve potential energy consumption issues during the design phase.”

Dr. James Yang provided a customer case to illustrate how using their EDA tool not only improved performance from 1.3G to 3.5G but also significantly reduced R&D time. A task that once required a team of 7-8 people around 4-5 weeks to locate a problem, now can be solved by one person in a few hours, greatly saving the energy consumption that would have been used by several computers operating for a long time.

Therefore,  Arculus System Co., Ltd. ‘s Green EDA tool not only helps clients quickly locate issues but also contributes to the global environmental protection effort. Dr. Yang pointed out that many people think the semiconductor industry’s impact on global carbon emissions mainly comes from factory operations, but in reality, design services and EDA companies can also play an important role upstream. The company is committed to encouraging operators in the semiconductor industry to use their “Green EDA” tools, thereby contributing to global carbon emission efforts. Dr. Yang often tells partners that using their Green EDA tools is equivalent to contributing to the global ESG effort.

James Yang: The UK Can Forge Global Competitiveness in Semiconductors from an Energy-Saving Perspective

Overall, Dr. James Yang’s insights offer a new perspective, not only on how the UK can enhance its competitiveness in the global semiconductor market but also on how to integrate the concept of sustainable development from an energy-saving perspective into every link of semiconductor industry development, starting from the upstream EDA. This is not just a technological innovation but a profound transformation of industry structure and business models.

Dr. James Yang, interviewed by “The Icons” Aiken’s International Celebrity Magazine, is the Chairman of  Arculus System Co., Ltd. , an alumnus of Tsinghua University, and the University of Southern California, and has received a full scholarship to earn his Ph.D. in Electrical and Computer Engineering from New York University, specializing in network routers and security chip research. He has served as a research and development director at top chip design companies in Silicon Valley and the Hsinchu Science Park, holding numerous patents and R&D achievements. Successfully leading  Arculus System Co., Ltd.  to develop innovative EDA software, such as the Architecture Compiler and Performance Analyzer, provides efficient solutions for global semiconductor design, with revenue and business continuously expanding. Among the world’s top ten semiconductor companies, four are clients of the company.

Arculus System Co., Ltd. is the parent company of  Arculus System Co., Ltd.  (MicroIP Co., Ltd.).

Recommend for you:

The US Contributes A Quarter of Global Greenhouse Gas Emissions! Jeffrey Sachs, Chairman of SDSN: We Must Strive for Accountability and Equity!

Octopus Energy PR Manager Sam Salehi: Driving Global Transformation with a Mission for 100% Renewable Energy

The post Taiwan’s Arculus System Co., Ltd. Chairman James Yang: The UK Has Great Potential in the Semiconductor Industry, and Taiwan Can Lend a Helping Hand! first appeared on The Icons.

How can China companies transition from “products going global” to “globalized operations”? And how can we cultivate talent for globalized operations? These forward-looking topics have become a common concern for many China and foreign managers.

The Summit attracted over 260 senior executives from government and companies in the fields of semiconductor manufacturing, traditional automobiles and automotive parts, EV automobiles, artificial intelligence, intelligent manufacturing, information technology, biomedicine, and the Internet of Things. 

Mr. Haifeng Cao：Nantong is the Only City North of the Yangtze River in Shanghai’s “1+8” Metropolitan Circle.

As the organizer of this forum, the Nantong Economic and Technological Development Zone has maintained a rapid, structurally sound, and highly efficient development trend on the basis of a high economic base, as Nantong’s business environment continues to optimize and improve.

DirectorMr. Haifeng Cao first said, in this beautiful season of warm spring and blooming flowers, it is a great honor to gather with all the business elites on the charming Huangpu River bank, discussing topics such as digital economy and technology cooperation, green development, supply chain, and manufacturing industries, to share development and cooperation between China companies and multinational corporations. He extended a warm welcome and heartfelt thanks to all the leaders and guests attending today’s event.

DirectorMr. Haifeng Cao first introduced Nantong: Nantong is one of China’s first batch of coastal port cities to open up, facing Shanghai across the river, integrating national strategies such as the Yangtze River Delta integration, coastal development, and the Yangtze River Economic Belt. It is the only city north of the Yangtze River in Shanghai’s “1+8” metropolitan circle and entered the trillion-yuan GDP city club in 2020. As the only city in Jiangsu that is both riverine and coastal, Nantong occupies a pivotal position in the linkage between land and sea, and east-west mutual aid, serving as an open gateway supported by Jiangsu.

The Globalization of China Enterprises is Imperative.

The forum unfolded in the form of keynote speeches, roundtable discussions, etc. This summit focused on topics such as the development trends and new opportunities for cooperation in industries like digital economy and technology cooperation, green development, supply chains, and manufacturing. It further promoted high-level and wide-ranging deep integration and cooperation between China companies and multinational corporations, aiming to foster a more open, cooperative, and innovative global economic structure. The depth, breadth, and high standards of the forum received enthusiastic feedback from the attendees.

Five heavyweight industry speakers shared their insights from practical operation and global strategy perspectives. Ms. Yuan Man hosted the keynote speech session. Mr. Yu Guoping, the Executive Director and President for China at Seiko Corporation and General Manager of Ensk Investment Ltd., shared “How Can Multinational Corporations Root Themselves in China and Continue to Develop? How Can China Enterprises Globalize?” Dr. Teng Yong, a Global Partner at Kearney (Shanghai) Business Consulting Co., Ltd., shared “The Reshoring of American Manufacturing is Inevitable, But the Road is Long.” Dr. Shen Feng, Executive Vice President and Chairman of the Quality Management Committee at NIO Automobile, shared “What’s Unfolding in 2024?” Mr. Li Bonan, Senior Vice President and President of the Second Business Group at Renren Talent Technology Group, discussed “Selection and Management Strategies for Digital Technology Talent.” Mr. Chen Diqing, Chairman of Hand Enterprise Solutions Co., Ltd., shared “Solutions for Cross-border Data Flow for Enterprises in China.”

Transnational Dialogue Reveals Industrial Transformation: Insights from the China Market to Global Operations

The current two roundtable discussions and the Q&A session became the climax of this summit, which concluded successfully in the evening with the announcement by the host. In these forward-looking discussions, several industry leaders shared their insights and discussed the success of multinational corporations in China and how to advance from “product going overseas” to “global operations.”

The first roundtable was hosted by Ms. Liang Ge Bi, Vice President of Microsoft China for Teams & SharePoint in China, where six heavyweight guests delved into the advantages of multinational corporations in technology, capital, and management, as well as how to actively integrate into China’s green and innovative development. The guests included Mr. Tan Yue Sheng, Global Vice President and President of China at BorgWarner, Dr. Zhai Yongping, former Chief Energy Specialist at the Asian Development Bank, Dr. Zheng Yanwen, Vice President of Wolong Electric Drive Group Co., Ltd., Mr. Song Yonghao, General Manager of Zhongxing Electronic Co., Ltd., Mr. Shi An, President of Kewell Automation (China) Co., Ltd., and Mr. Mukesh Sharma, Greater China & Japan Regional Director and Vice President of Mahindra Information Technology (Shanghai) Co., Ltd., discussing how to leverage the strengths of multinational corporations to support sustainable development in China.

The second roundtable was hosted by Ms. Peng Lei, former global executive at Ford Motor Company and now Founder and Chairman of Guangdong Shuding Technology Co., Ltd., where five guests engaged in deep exchanges and Q&A on “learning from the success of multinational companies in China” and “moving from ‘product going overseas’ to ‘global operations'”. The panelists included Mr. Zu Sijie, Vice President and Chief Engineer of SAIC Group, Chairman and President of VeriSilicon Microelectronics (Shanghai) Co., Ltd., Dr. Shen Feng, Executive Vice President and Chairman of the Quality Management Committee at NIO Automobile, Dr. Zhang Renjie, General Manager of Volkswagen Question (Beijing) Information Technology Co., Ltd., and Mr. Chen Xiaoguang, Vice President of the Wiper System Division at Valeo Asia-Pacific, whose insights and discussions inspired enthusiastic participation from the audience, concluding the forum in a lively atmosphere.

Recommend for you:

The US Contributes A Quarter of Global Greenhouse Gas Emissions! Jeffrey Sachs, Chairman of SDSN: We Must Strive for Accountability and Equity!

Octopus Energy PR Manager Sam Salehi: Driving Global Transformation with a Mission for 100% Renewable Energy

The post BorgWarner Global Vice President and President of China, Tom Tan: Building Sustainable Innovation through Global Cooperation! first appeared on The Icons.

“In truth, what I enjoy the most and excel at is companionship,” Bella Wang shared in an interview with《The Icons》. She elaborated on how she professionally assists new-generation entrepreneurs and their companies in “innovation,” “upgrading,” and “transformation.” Explaining how, in the space-time continuum filled with opportunities and challenges, she helps individuals find their positioning. She also highlighted how, on the platform of TDEA, she discovers like-minded partners, fostering collective creation, contemplation, and the practical realization of greater influence.

“This is what the association should do, and it’s what I want to do. We see many new-generation entrepreneurs who are very willing to put in the effort, but succession is no longer a new issue. Everyone knows that the real challenges begin after succession. The association’s platform is here, and as long as you are willing to join the effort to turn this positive cycle, the doors here will always be open for you!”

Taiwan Digital Enterprise Alliance (TDEA) Provides A fertile Ground for the New Generation of Entrepreneurs

The industry refers to Bella Wang as the “Second Generation Queen,” but in her own heart, there may be another interpretation not known to everyone. In the minds of many new-generation entrepreneurs, whether in her professional capacity or personal life, Bella Wang is more like a continuously empowering good friend or sister:

“If we must use the term ‘queen,’ I personally prefer to liken myself to the Queen of England and her relationship with her country and affiliated enterprises. Queen Elizabeth II may not directly involve herself in every detail within the territory, but she is a crucial part of every English person’s growing-up memories. She serves as a lighthouse in the entire national and corporate ecosystem, providing various assistance to ensure that individuals, farmers, workers, businesses large and small, all have access to good resources to prepare for present and future development.”

Bella Wang emphasizes that fertile soil allows seeds to grow and bear better results. Positioned at the strategic international crossroads, Taiwan, TDEA is exerting its maximum capacity, providing such fertile ground for new-generation entrepreneurs. This enables them to prepare for succession, engage in “digital transformation,” “zero-carbon transformation,” and collaborate internationally:

“The association has a team of top-notch professionals and consultants, diverse industry partner companies, and every member of the new generation of entrepreneurs is highly motivated. If you are willing to come, I am willing to wholeheartedly guide you in utilizing these resources and grow together with us. However, the prerequisite is that you must be very serious.” Bella Wang adds that the association has gathered so many dedicated individuals, and everyone is willing to turn back and empower this ecosystem. That’s why, since its establishment in 2020, it has grown rapidly, now entering its fourth year.”

Bella Wang: The Shortcut to ‘Transformation’ is to Do It Together!

“Ask Bella!” This is a phrase that often comes to mind for many new-generation entrepreneurs when facing challenges. “If there are matters I cannot directly help resolve, I will accompany them in finding solutions or relevant resources. It is because of this that many second-generation individuals and the association have a deep sense of camaraderie.”

Since 2016, when Bella Wang was still serving in a large public association, she was entrusted with the responsibility of assisting second-generation entrepreneurs and guiding startups. She embarked on a journey to delve into various industries, unearth, and connect outstanding second-generation entrepreneurs. Her mission is not only to assist businesses in their development but also to help them respond to international trends, including the European Union’s announcement of the Carbon Border Adjustment Mechanism (CBAM) draft in July 2021. In the ongoing process of “digital transformation,” everyone is simultaneously contemplating sustainability and engaging in “zero-carbon transformation.”

It is evident that Bella Wang’s path was not easy from the beginning. Bella Wang jokingly said that when she first started integrating the work of second-generation entrepreneurs and initiating the “Zero University” in its inaugural and first sessions, her actions sometimes seemed “unbelievable” to many older-generation entrepreneurs:

“The previous generation was still managing business affairs, and suddenly there were people actively advocating for their next generation to take over. They always talked about things that they might not fully understand, such as ‘zero-carbon transformation,’ and even asked them to pay for their children to attend classes. How would these older generations view us? However, over time, they will also understand,” Bella Wang said:

“What we are doing is meaningful and can practically help everyone solve problems. Especially in the matter of ‘transformation,’ when regulations, supply chains, and even consumers begin to demand it, you have to start thinking about and implementing ESG. Even the external image of the company needs to be reshaped because the era of making profits by maintaining the status quo is long gone. But can this be decided by the father alone? Or does the son or daughter have a say?”

Certainly, such decisions cannot be made by one person but involve the entire company, from top to bottom. For example, setting up IOT involves countless communication matters, and merely bringing a young digital team into the company and communicating with older colleagues who may not understand new technologies is a colossal task.

TDEA has industry experts, methodologies, abundant industry resources, and a continuous supply of experiences from senior colleagues. These bits and pieces are the nutrients helping new-generation entrepreneurs overcome milestones.

Time will prove everything. Gradually, more and more new-generation entrepreneurs on the path of succession are gathering at the association to learn and create together. Under the active promotion of Bella Wang and the board of directors, more proactive second-generation and new-generation entrepreneur organizations with a desire for progress are connecting with the association. They are creating possibilities that were unimaginable before, from initially being questioned to now having a massive scale of over 30 second-generation communities working together. Bella Wang pointed out the key to the association’s rapid growth:

“Everyone here is very selfless, deeply believing that for the industry to develop, we must take the same path. This includes ‘transformation.’ Therefore, individuals like our chairman, Catherine Huang of Victor Taichung, and our vice chairman, Mr. Richard, the general manager of Anko Food Machine Corporation, along with several directors, are very proactive in sharing experiences and resources on various occasions, even driving transformation.”

Bella Wang emphasizes that the shortcut to ‘transformation’ is for everyone to join hands and do it together. These backbone partners of the association have become a paradigm, attracting similarly proactive, dedicated, and friendly entrepreneurs to create a complementary and symbiotic close-knit ecosystem.

Fighting as A Team and Engaging in International Battles are the Same Thing

“Whether assisting new-generation entrepreneurs in ‘digital transformation,’ ‘zero-carbon transformation,’ or establishing new brands, what I often emphasize to everyone is the importance of fighting as a team,” playing the role of a platform, TDEA, actively assists young leaders in forming alliances for international ventures.

In Bella Wang’s eyes, fighting as a team and engaging in international battles are two different paths leading to the same destination. She frankly points out that from earlier years until now, many Taiwanese companies are accustomed to going solo, both domestically and on the world stage, often even competing against each other:

“More and more foreign agents are reluctant to purchase Taiwanese products. Besides technical reasons, it is also because Taiwan cannot provide internationally integrated resources. Take South Korea as an example; their entire ecosystem collaborates globally. Every industry chain internationally offers integrated solutions.”

Bella Wang emphasizes that without a change in mindset, even grabbing a small piece of the pie can be challenging. In the international market, apart from breaking through in professionalism and competitiveness, companies need to innovate and understand how to collaborate and integrate with other enterprises to stand firm on the international stage. For example, establishing a holding company can reduce administrative costs and provide more negotiating leverage in international negotiations.

Recently, TDEA has been actively connecting resources between Taiwan’s second-generation entrepreneurs and ASEAN countries. Before 2000, Taiwan’s GDP was approximately half of the combined GDP of the ten ASEAN countries. However, in the financial year ending 2022, the GDP of the ten ASEAN countries has reached 4.8 times that of Taiwan, expected to surpass Japan in five years and reach USD 5.2 trillion by 2027. In Bella Wang’s view, many enterprises must collaborate to participate effectively in this lucrative opportunity.

Bella Wang states that the shift of manufacturing from China, coupled with gradually improved infrastructure and business conditions, including the consumption potential brought by a large population base, provides many opportunities for Taiwan’s new-generation entrepreneurs in the ASEAN region:

“Domestic enterprises cannot solely rely on natural growth anymore. What the association is doing now is encouraging upstream and downstream industries to form alliances and follow the lead of large enterprises in ASEAN and other countries. This is one of the shortcuts to internationalization. For example, during this period, we have had close interactions with several large enterprises in Thailand.”

Bella Wang also cites Japan as an example, illustrating the TDEA‘s ambition to lead the international expansion: “Many Japanese companies have the characteristic of not passing down wisdom to their descendants, providing opportunities for Taiwanese companies to acquire Japanese companies. Through acquisitions, you can quickly achieve internationalization, own a Japanese brand, and gain the trust of local Japanese enterprises and consumers. Simultaneously, through acquisitions, you can upgrade directly. If you have ambition, why not?”

Supporting New-generation Entrepreneurs to Stand on the Shoulders of Giants

“Grounded in Taiwan, with a global perspective, the confidence of Bella Wang and the TDEA largely stems from the mentorship network behind TDEA. These mentors are adept at addressing specific issues, providing varying degrees of support, and assisting businesses in resolving a myriad of challenges. Bella Wang metaphorically describes the mentors’ guidance as a blessing, positioning the new-generation entrepreneurs as ‘standing on the shoulders of giants.’

For instance, Dr. Fan Xin, the General Manager of TECO Electric & Machinery, holds a Ph.D. in Mechanical Engineering from the University of Michigan. With over 20 years of immersion in the automotive industry, including roles as the CEO of Jiangling Motors (a Shenzhen-listed company and one of China’s top 300 listed companies) and the CEO of Ford Lio Ho Motor Company (Taiwan), Dr. Fan possesses deep insights into finance, procurement, engineering, and management. He has also served as the President of The American Chamber of Commerce in Taiwan.

Dr. Fan is a mentor who has transformed the thinking of many participants, not only changed their mindset and enhanced their decision-making effectiveness but also altered the perspectives of the previous generation. For example, if you plan to enter the German market, Dr. Fan will advise you that specific think tank reports can be immensely helpful, potentially saving you millions in the long run. The older generation did business through travel, but the new generation needs to learn to use tools.

Another stalwart mentor is Mr. Hsieh, the Vice Chairman of Chuan Lian Enterprise (PX Mart) and one of TDEA‘s strong mentors. He is one of the few veterans in Taiwan with expertise in both logistics distribution and e-commerce. Previously serving as the Chief Operating Officer and Chief Strategy Officer at 7-ELEVEN, alongside Hsu Chung-Jen, they turned it into a dominant force in Taiwan’s circulation and retail industry. Later, Mr. Hsieh joined 85°C Bakery Cafe and, with Chairman Wu Cheng-Hsueh’s trust, propelled the brand internationally. Recently, with Mr. With Hsieh’s assistance, Saint Paul has redefined its business approach, including optimizing its product structure and innovating its business model, resulting in a 12.5% growth in revenue in 2023.

“I often share with everyone the phrase, ‘Learn from TDEA, apply for the next generation.’ Mentors are giants, and TDEA is a closely-knit ecosystem created by everyone together. New-generation entrepreneurs, as long as they are part of it, have the opportunity to become giants themselves and, alongside TDEA, empower more new-generation leaders.”

Bella Wang emphasizes that TDEA carries many aspirations, containing the expectations of the previous generation and seeing the vision and mission of the new generation. She has always believed in the law of attraction, where in every meaningful endeavor, every person willing to believe and put in effort can achieve each other’s breakthroughs:

“Many people often tell me, ‘Bella, without your empowerment, Taiwan’s second-generation circle would be very different.’ I say, it’s definitely not like that. I am happy to play the role of empowering, allowing capable and willing individuals to have a greater impact, but this is certainly not a one-person task but a ‘collective effort’!”

Pragmatically returning to the new-generation entrepreneurs, Bella Wang concludes by reminding them that business development, especially in the current era of ‘transformation,’ is like rowing against the current, and thus, they can only move forward continuously:

“Facing ‘transformation,’ the mission of young leaders is to continuously explore new business models and iteratively improve themselves in the three key terms of ‘innovation,’ ‘upgrading,’ and ‘transformation.’ We also welcome everyone to continue paying attention to TDEA as our long-prepared ‘Business Transformation Institute’ is set to launch later this year! In this shared learning journey, you will become a more influential leader through the exploration and practice of these three key terms!”

Business Transformation Institute is Now Enrolling

Business Transformation Institute, a transformation amplifier designed for Taiwanese enterprises, aims to integrate tradition and innovation to help businesses find new growth dynamics at critical moments of succession and transformation.

This place encourages new-generation entrepreneurs to accumulate experience and resources through internal and external entrepreneurship, while also facilitating the introduction of funds and resources to support the fusion and vigorous development of “first-generation” and “second-generation” entrepreneurs. Through this model, the institute not only serves as a growth platform for new-generation entrepreneurs but also acts as an amplifier for innovative thinking, guiding businesses to find their unique path of transformation amid change.

Recommend for you:

The US Contributes A Quarter of Global Greenhouse Gas Emissions! Jeffrey Sachs, Chairman of SDSN: We Must Strive for Accountability and Equity!

Navigating Sustainable Transformation! Catherine Huang, Sustainability Director of Victor Taichung of Taiwan, Chairperson of TDEA: Persist in Doing the Right Things, Leading the New Generation of Entrepreneurs to Transform Fundamentally

The post “Second Generation Queen” TDEA CEO Bella Wang Advises: If You Aim to “Transform” and Enter the International Arena, Don’t Go It Alone! first appeared on The Icons.

This programme, officially termed the Agriculture Innovation Mission for Climate (AIM for Climate), has garnered financial support from governments, corporations, and non-governmental organisations since its launch at COP26 in Glasgow in 2021. Against the urgent need to address the severe greenhouse gas emissions caused by food and agricultural production, this initiative has announced nearly 80 projects aimed at expanding agricultural research, implementing sustainable agricultural practices, and reducing methane emissions.

Among these impactful projects, the General Authority for Investment and Free Zones (GAFI) in Egypt has stood out for its commitment to fostering sustainable development and responsible investment, particularly in the green economy sector. In an exclusive interview with The Icons, GAFI’s country officer, Nadeen Wahdan, discussed Egypt’s role in this global effort, stating:

“The increase in funding and the advancement of projects highlight the international community’s emphasis on sustainable agricultural innovation. Since 2021, the funding for the Agriculture Innovation Mission for Climate has risen from $8 billion to $17 billion, comprising $12 billion from governmental sources and an additional $5 billion from non-governmental entities, such as corporations and humanitarian organisations.”

Wahdan also mentioned that the 27 new projects announced at COP28 range from $500,000 to $150,000, including several large-scale initiatives, such as projects by Bunge and Alphabet’s Google, which are collaborating with the Nature Conservancy and the renowned Para project in Brazil, showcasing achievements in agricultural innovation. “With agriculture becoming a focal point at COP28, global attention to food and agriculture has reached new heights, reflecting the international community’s prioritisation of sustainable agriculture in climate change discussions and opening new avenues for future innovation and practices.”

Wahdan further stated that the Egyptian government’s efforts underscore the country’s leadership in promoting sustainable and responsible investment, setting a positive precedent for the forthcoming COP29 and future climate actions. With ongoing increases in funding and the progression of more projects, Egypt anticipates launching additional innovative initiatives, calling on more countries to join in addressing the challenges of climate change together.

The post Egypt General GAFI Country Officer Nadeen Wahdan: Egypt is Leading the Way in Sustainable Agriculture towards COP29 first appeared on The Icons.