About Michael Adick

Mr. Adick has over 22 years of industry and management consulting experience in industrial goods, automotive, energy and life sciences, focusing on leadership, strategy, finance, performance management and business excellence, sales & marketing, organization development and digital business transformation. His most prominent customers include Airbus, BASF, Bauer, Bayer, BMW, Bosch, BP, Daimler, Doehler, First Automotive Works, Ford, Grob, Inditex, Jaguar Land Rover, Lenze, Shanghai Automotive Industrial Corporation, Siemens, Sievert, Torres, Volkswagen, Wuerth. Living and working in China for over 19 years, Mr. Adick has obtained deep understanding and solid knowledge of the local market while serving his clients in the country and across Asia. Mr. Adick is currently serving as Managing Director Automotive and Industrial Equipment with Accenture in China, led and contributed to a profitable annual sales growth of >63% in fiscal year 2018. Before assuming his current role, Mr. Adick served as Managing Director with a management & technology consulting firm focused on helping enterprises achieve strategic success, effective performance management and business excellence, as Chief Representative with a management consulting firm concentrated on complex project and change management of strategic transformation projects, and as Director with a global management & technology consulting firm highly recognized in the field of advanced business systems development, deployment and global roll-out. Prior to his consulting career Mr. Adick was Head of Strategy with a global leading German industrial and electric engineering enterprise. Mr. Adick holds an MBA obtained from China Europe International Business School in Shanghai/China. He is currently pursuing a PhD Degree in Advanced Managerial Studies at Mendel University, Brno/Czech Republic with the research and thesis title: The Application of Artificial Intelligence in Management Practices. Mr. Adick is fluent in German and English and has advanced skills in Mandarin Chinese.

Segmenting, Differentiating, Positioning – Strategic Marketing in China

Undertaking the right efforts in segmenting the market, positioning and differentiating your company’s products and services undoubtedly is important in any global market. However, with its size, regional and even local diversities as well as industry complexities, doing so in China may be even more important to the success of your company in this country, [...]

By |2017-01-18T10:32:10+08:00June 18th, 2014|Articles|0 Comments

Is your Supply Chain up to the task in China – does it support profitable growth?

A global manufacturer in China has a challenge – decades of a relatively good business environment in Europe allowed the company to amass a war chest to finance their business development in China. First setting up their own brand for organic growth – then merger & acquisitions to capture a sizable local market share. The [...]

By |2017-01-17T14:54:01+08:00April 13th, 2014|Articles|0 Comments

Is your organization set up to capture your true potential in China?

One country, one political system, one market, uniform tariffs and transportation system. Addressing the market with a unified product or services portfolio, value proposition, marketing messaging and single sales approach should be a no-brainer – and it reduces internal complexity. 22 provinces, 4 municipalities, 5 autonomous regions, 2 Special Administrative Regions, 660 cities, of which [...]

By |2017-01-17T14:56:30+08:00March 10th, 2014|Articles|0 Comments

Can your managers solve problems and make (the right) decisions confidently for your organization?

It may be a lingering stigma that managers in China are either – depending on your viewpoint – unable to, unwilling to or not enabled to solve problems and make (the right) decisions independently at their organizations. Certainly there may be cultural implications to the way managers from different origins approach problems, such as negativity [...]

By |2017-01-17T14:59:04+08:00March 3rd, 2014|Articles|0 Comments

Are you getting the most out of your China Sales Force? – 8 steps to achieve improvement of your Sales Force Effectiveness

Having personally lead sales teams in China since 2000 and having worked with companies across multiple B2B and B2C industries as sales & marketing consultant, trainer and coach, I know that we all share similar concerns about our Sales Force: Are we getting the most out of our China Sales Force? Are our Sales Processes [...]

By |2017-01-17T15:01:26+08:00March 2nd, 2014|Articles|0 Comments

Talent Attraction and Retention – Solving the Conundrum of Small- and Medium-Size Enterprises

In our conversations in China we often encounter the same question over and over again, and it is probably the single most issue covered in many Human Resources Professionals events: “How do we attract high profile candidates and how do we effectively retain them?” The prevalence of this question greatly increases within the circle of [...]

By |2017-01-17T15:03:15+08:00February 3rd, 2014|Articles|0 Comments

To Do Strategy Or To Not To

A Pledge for Actual Implementation and Execution of Business Strategy                      Have you – as you and your leadership team are currently defining your business strategy for 2014 – thought yourself, or heard your peers or subordinates say: “Most of the strategic actions we are agreeing [...]

By |2017-01-17T15:06:13+08:00October 17th, 2013|Articles|0 Comments