When I worked as an engineer at Intel from 2001 to 2004, I inspired my mediocre team into a top unit, by initiating an out-of-the-box thinking environment that resulted in over 30 technical innovations in just 1 year. I followed up this innovation culture by leading a cross-departmental platform where engineers from across the company could contribute and share a think tank of ideas that solved several long-running problems of many a unit. I learnt that inspiring others to achieve their dreams is a wonderful achievement in itself. I also learnt that taking initiative to lead a change process is well worth the risk of failure. The team of engineers that I led published ten articles on the prestigious Intel Disclosure Forum in one year - a record by far.
From 2004 to 2007, I worked as a business consultant at Accenture, in charge of setting up the billion-dollar industry giant's operations in China. It was a daunting task to apply the best practices of the company in the traditional Chinese environment. I found my way around the problem in two ways. Customizing these practices to best suit the local needs, and innovating new ideas that helped the client learn and adopt them. ...Show more