Maersk in China builds talent pipeline to meet challenge of rapid growth: Company expects to need 400 new middle managers a year for the next four years Available to Purchase

The purpose of this paper is to describe the development and delivery of a talent‐development program that cuts across cultural expectations and challenges the learning styles of the participants.

Draws on the global experience of ChangeMaker International and successfully adapts a western experiential learning style for an Asian market. Brings the 70‐20‐10 principle of effective development to a new population.

Describes the obstacles and challenges and celebrates the successes achieved now the first batch has graduated, the second batch is mid‐program and the third batch has just entered.

Points out some of the lessons ChangeMaker has learned working with the Chinese over the last two and a half years.

Demonstrates how a partnership can be developed with a client on the other side of the globe and how persistence with the learning method has shown benefits for the participants and their business.