Strategy is also a decision about what to stop
A leadership team can agree on growth while avoiding the choices growth requires.
Read the argument
Chief Executive Officer China · Global perspective
Jing Wang
Open to Board appointments · Advisory roles · Speaking invitations
The conviction behind the work
My task is to give the enterprise a direction it can act on. I make the choices about customers, capital and capabilities explicit, then give business leaders the authority and accountability to deliver. I want difficult information to reach the leadership team while there is still time to respond.
- Enterprise revenue led
- ₹18,400 Cr
- Across 22 markets
- Value created
- 3.1×
- Market capitalisation over six years
- Colleagues
- 41,000
- In manufacturing, services and retail
- Acquisitions integrated
- 7
- On time and within the thesis
Beyond the page
The record behind the perspective.
In the boardroom
- Northbridge Infrastructure TrustIndependent Director · 2022 — Present
- The Lakeshore FoundationTrustee · 2019 — Present
- Calder LogisticsNon-Executive Director · 2017 — 2021
Recognition
- Chief Executive of the Year — IndustrialThe Boardroom Review Awards · 2024
- Top 50 Transformational LeadersCapital & Governance Quarterly · 2022
In conversation
- “The CEO who stopped three businesses to build one”The Boardroom Review · 2025
- “Succession as strategy: lessons from an industrial turnaround”Capital & Governance Quarterly · 2024
- “Episode 112 — Choosing what not to do”The Leadership Ledger podcast · 2023
Rare clarity about what the enterprise will and will not do — and the patience to make those choices stick.
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Ideas are tested in conversation.
For board, advisory and speaking invitations, and for readers who want to take an argument further.
- Board appointments
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- Speaking invitations
office@jingwang.example