Management Trainee Program?

CXO
of the Future
Vintage ‘2011
Hong Kong Broadband Network Ltd.
Management Trainee Program Highlights
Aug 2012
Kiana Shek
Management Trainee 2011
Mingo Tsang
Management Trainee 2011

Table of Content
Prefaces P.3
Introduction of Management Trainee Program - “CXO of the Future” P.5
Chapter 1: Reflection - Stimulation of Top Brains P.13
Chapter 2: Reflection - Instillation of Unique Culture P.16
Chapter 3: Reflection - Maximization of Exposures P.19
Chapter 4: Reflection - Invitation to Challenges P.22
Chapter 5: Reflection - Globalization of Great Entrepreneurship P.25
Appendix P.28
Selected Supplementary Reflections P.30
P.2

Message from Head of Talent Engagement and CFO...
Dear Friends of HKBN,
Many companies hold back on developing their staff in
fear that they will leave for better positions elsewhere.
At HKBN, we think differently - we make exceptional
career-changing investments in our Talents at all
levels, be it entry level or senior executives, and then
proactively upgrade their career responsibility and
authority to keep them engaged and challenged. We
would much rather have great Talents that we have to
fight to retain than bad staff that other companies
don’t want. We would much rather have headhunters
calling our phones off the hook than have no
headhunters chasing our executives.
Our “CXO of the Future” Management Trainees, Mingo Tsang and Kiana
Shek were the best out of 1,153 applicants, i.e. during their school years
they were the very top performers. During their training program, without
them knowing it, we intentionally pushed them beyond their capabilities to
see how they would respond. It is much better to learn early on from a
HK$40K mistake (which they did) than to make a HK$4 million or even
HK$40 million mistake later in their careers. Everyone responds well to
success but it is how one responds to adversity that makes great
leaders – this is why we had a lot of fun giving them plenty of unexpected
adversities during their training year.
After our accelerated 12-month training period with a fixed income of
HK$36,000/month, Mingo and Kiana were “fired” and were required to
reapply for new positions in our company at prevailing market rates. We
are pleased to see that both successfully secured their long term roles with
Mingo based in Hong Kong as Assistant Manager, Customer Relations, and
Kiana in Shanghai and Beijing as Assistant Manager, China Business,
Business Development. We are even more proud to welcome them as the
youngest of our fellow 63 Manager-Co-owners.
Luck is being ready when opportunity arrives. We are working hard today,
to ensure that we are lucky with our CXO Talents 10-15 years from now.
NiQ Lai
Head of Talent Engagement and CFO
August 2012
P.3

Message from Director—Talent Engagement...
A big applause to our “CXO of the Future” program
2011-2012 which came to an end earlier this June,
which marked a new beginning for our two young
executives, Kiana and Mingo.
We often get comments from business partners and
senior executives of other companies, who think that
our MT program is very well-structured and with high
quality. They often ask for our secret recipe. We can
honestly say that our program is not structured at all.
It is extremely dynamic, changes with market and
business situations all the times, so it cannot be easily
copied.
Life is full of surprises, and the two young fellows never really follow any
fixed department rotation and development path. It zigs-zigs along their
whole journey of learning. Who would have thought the whole program is
shortened from 18 months to 12 months? Who would have thought with
the change of company ownership, they are now the youngest co-owners
of a HK$5 billion company? When opportunity comes, luck will only stay
with those who are ready.
At HKBN, we encourage all of our 3,000 Talents to embrace the spirit of
Venture for Victory as Entrepreneurs, internally communicated as VVE.
Mingo and Kiana have both demonstrated a high level of ownership
(Entrepreneurs) of what they have been doing, and have continuously
strived for success (Victory). Instead of following other leaders’ paths,
they have each ventured into a new land (Venture) through non-traditional
channels to bring in more values and opportunities for the company. I
wish them all the best, and hope their experiences can inspire everyone,
inside and outside of HKBN.
Ivy Lau
Director - Talent Engagement
August 2012
P.4

Reflection 1:
Stimulation of Top
Brains
Reflection 2:
Instillation of
Unique Culture
Reflection 3:
Maximization of
Exposures
Reflection 4:
Invitation to
Challenges
Reflection 5:
Globalization of Great
Entrepreneurship
Index Introduction of
the Program
Appendix
What is “CXO of the Future”?
It is an elite Management Trainee
Program for fresh graduates. It is known
as “CXO of the Future” because the
trainees will be our future leaders. Over
the next 15 to 20 years, the trainees
aspire to become our top executives
such as CEO, COO, CFO, CTO, CMO,
CIO, etc.
What is special about
“CXO of the Future”?
HKBN offers a generous HK$36,000/month starting pay,
which is competitive with the elite Government administrative
officer (AO) track, global investment banks and leading
management consulting firms. The applicants of “the CXO of the
Future” were then put through an exhaustive 2-month
selection process, climaxing with a 36-hour Outward Bound
Live-in Program where candidates were challenged with
corporate simulation scenarios under extreme physical and
mental conditions. Finally, two elites – Kiana and Mingo,
were chosen and started their “CXO Level” journey with
HKBN.
P.5

From 1,153 applicants to
2 “CXO of the Future”
Group Discussion
Schedule
Activities
2010 Oct to 2011 Jan Application
Panel Interview
2011 Feb to Mar First selection: Written test
2011 Early April
Advanced selection: Language & Aptitudes
test, interview and group discussion
2011 Mid April Final selection: Outward bound and panel
interview
http://www.youtube.com/watch?v=9M5i1CfOCNo
2011 May On board
Outward Bound
P.6

How did Kiana and Mingo equip in the 12-month
“CXO of the Future” Management Trainee Program?
A series of proactive assignments were designed…
● Reflected upon least 12 management books over 12-
month
● Attempted Chartered Financial Analyst (CFA) Level 1
qualification, which Mingo passed
● Completed Standard Chartered Half Marathon
● Learnt the business wisdom and etiquette via extensive
shadowing our current CXOs
● Played an active role in external seminars, leadership
workshops, voluntary work, co-speakers in public
industry events, etc.
● Attached to over 20 departments to broaden business
and operation understanding
P.7

KIANA SHEK
Promoted to Assistant Manager,
China Business, Business Development Department
in June 2012, based in Shanghai and Beijing
P.8

Kiana’s Biography
Kiana Shek graduated with Business
Economics major and Translation minor from
the Chinese University of Hong Kong. She
championed numerous competitions and took
leadership positions in various extra-curricular
activities such as Debate. She was also the
External Vice President of the largest Student
Business Association.
Via various summer internships, she was exposed to functional
teams in finance & banking, globalized retail and professional
corporations. Such culturally diverse environment enabled her to
learn how to appreciate cultural diversity and considers issues
from different perspectives.
As an intern at L’Oreal, she was the main coordinator of a brand
new campaign assisting in the organization of various press
conferences as well as social events. She was also given the
responsibility to serve both Asia Pacific and RCM Compliance
teams whilst interning at Allianz Global Investors. Having
adequately equipped herself with legal and compliance
knowledge, she was then assigned to coordinate the launch of
an Online Personal Trading System. From the financial MNCs, she
seized opportunities to participate in the negotiation process of a
deal and standardized the process through analyzing the existing
database.
Being appointed as Assistant Manager of International Business
based in Shanghai and Beijing, she is now responsible for
engaging HKBN’s business partners in China. She is able to
initiate new businesses and coordinate both marketing and
operational activities. Recently she is in charge of a revamp
project for efficiency improvement and has taken up duties of
new product research.
P.9

MINGO TSANG
Promoted to Assistant Sales Manager,
Customer Relations Department
in June 2012
P.10

Mingo’s Biography
Mingo Tsang is a graduate from Hong Kong
University of Science and Technology
(HKUST), majoring in (BS) Economics and
Finance. During his time at University, he
was the Team Captain of the Chinese
Debating Team, and he was proud of having
led the team to achieve 2 championships in
the Inter-University Debating Competition
and being awarded the best debater in the
Final Competition.
In addition, to gain international exposures, he had worked for
"Conservation Volunteer Australia” in Canberra, Australia as a
summer internship, and studied in Fisher College of Business,
Ohio State University as an Exchange student.
After the graduation, Mr. Tsang joined the “CXO of the Future”
program. As a Management Trainee, he was invited to make
presentations at different public events (HR Magazine Conference,
HKIHRM Conference, HKMA Seminars, etc.) and accompany
CEO/CFO to meet senior managements of different corporations
(Credit Suisse, IBM, Shangri-La, etc.). His outstanding
performance also invited media’s interviews such as iMoney and
Career Times.
In 2012, he was invited to be one of the 63 co-owners of
Hong Kong Broadband Network Ltd. and promoted to
Assistant Sales Manager, overseeing new channels of sales
including partnership with companies, referral programs and
Project of Home Networking Solution.
P.11

After 12-month “CXO of the
Future” training period, what did
they learn from their failure and
success?
Let’s explore together through
Kiana and Mingo’s diverse
reflections.
P.12

Reflection 1:
Stimulation of Top
Brains
Reflection 2:
Instillation of
Unique Culture
Reflection 3:
Maximization of
Exposures
Reflection 4:
Invitation to
Challenges
Reflection 5:
Globalization of Great
Entrepreneurship
Index Introduction of
the Program
Appendix
Chapter 1:
Stimulation of Top Brains
The Brief
As Management Trainees (MTs) are expected
to be our future leaders within the shortest
time, we believe the fastest way to nurture our future CXOs is to
let them work closely with and learn directly from current CXOs
and other top executives. Accordingly, they are given the
opportunity to participate and contribute ideas in the executive
Management meetings where the main strategies of the whole
company are being discussed and finalized. They would also have
regular meetings with CEO and CFO individually to discuss their
personal growth and future career developments.
In addition, MTs would accompany current CXOs to meet up with
various external guests including CEOs of other companies,
investors and financial analysts from all over the world. They were
also invited to co-present with
current CXOs at public events
including HKMA Seminar, HR
Magazine Conference and
HKIHRM Annual Conference.
Their achievements were also
well-recognized and published
in media such as iMoney and
Career Times.
Hanging with current CXOs
P.13

Chapter 1:
Stimulation of Top Brains
REFLECTION FROM MINGO
What stands us out is to WOW?
“WOW” is an
interesting verb,
i.e. exceed people’s
expectations, which
I believe this is the
most valuable gene
that I inherited from our current CXOs.
In the business world, no one would deny
that customer and corporate
engagements are vitally important, but
many times we try to achieve it by simply
sending normal gifts like moon cakes at
Mid-Autumn or hampers at Christmas,
neglecting the fact that almost every
senior executives’ office is overwhelmed
by all these.
Instead, at HKBN, we aim at providing
our stakeholders (potential investors,
vendors, clients, customers, etc.) with
something remarkable and memorable.
We try very hard to differentiate with
other competitors that could have far
more resources to do the standard
engagements. We let our competitors
compete for stakeholders’ MIND while we
stand out by appealing to stakeholders’
HEART.
To illustrate, when our CXOs intended to
engage the chairman of another company
before they went to play a round of golf,
they delivered a box of Pro V1 golf balls
to the chairman by courier with a handwritten
card. Pro V1 golf ball is the most
popular ball used by golf professionals,
i.e. this was a meaningless gift to a nongolfer,
but certainly a great one for a big
golf fan like the chairman. Overall cost of
the balls was less than HK$400, but
overall “WOW” effect was so much higher
than a standard business meal or even an
expensive moon cakes/Christmas
hampers. Inspired by our CXOs, these
kinds of unusual gifts have become a
usual practice at HKBN, ranging from
concert tickets of Joey Yung to wonderful
books that we
bought from
Amazon. In short,
we are eager to
make an impact
by more HEART
rather than more
MONEY.
In addition to
corporate engagements, CXOs also
WOWed our internal customers by many
different means. For instance, instead of
a normal Talent meeting that was usually
full of presentations
from different
departments, we
invited a famous
Canton-pop singer,
G.E.M., to have a
mini-concert at office
hour. Instead of a
pleasant rewarding
trip for senior
managements, we
organized a servicing
trip to Cambodia
visiting the needy in deep water. Instead
of sponsoring our Talents to take more
academic courses, we invited University
professors to conduct lectures at our
office. All these exceptional HR policies
did contribute much to retain highperformers
as well as enhancing morale
of our Talents.
P.14

Chapter 1:
Stimulation of Top Brains
REFLECTION FROM KIANA
Brainwave Stimulants
I was given numerous opportunities to participate in various strategic and
tactical meetings with different categories of management staff and
external executives. There were countless lessons learnt from these
participations, while the most impressive ones were:
1. Acquiring the necessary experience on being a charismatic and
confident speaker by observing our current CXOs in action, and then
being given the opportunity to present in signature events organized
by HKMA and HKIHRM.
2. Learning the skills of how to contribute strategically to our company’s
operating direction through observing our current CXOs. From being a
fresh Talent to a HKBN co-owner, who can propose tactical plans like a
University program, that become an integral part of our company’s
overall vision.
3. Seizing opportunities to share
with executives from various
industries and corporations,
and be able to learn from
their experience or success
stories first hand. Up till now,
my network ranges from
FMCG to I-banks with friends
from not only MNCs but also
local companies in India.
4. Learning from Social
marketing workshops and
Investor seminars to
immediately relay learning to
a wide variety of audiences
from various industries.
Co-presentation with Head of Talent
Engagement & CFO, NiQ Lai, in
HKIHRM Annual Conference
P.15

Reflection 1:
Stimulation of Top
Brains
Reflection 2:
Instillation of
Unique Culture
Reflection 3:
Maximization of
Exposures
Reflection 4:
Invitation to
Challenges
Reflection 5:
Globalization of Great
Entrepreneurship
Index Introduction of
the Program
Appendix
Chapter 2:
Instillation of Unique Culture
The Brief
Attachment in HKBN
Retail shop
To familiarize MTs with the
operations and company culture of
HKBN, they had attached to more
than 20 departments including
Marketing, Residential and
Corporate Sales, Operations,
Network Development and so on.
Furthermore, to go beyond normal rotation of departments that
many companies may prepare for their MTs, our program is different
in at least 3 senses:
a. MTs were required to set Key Performance Indicators (KPIs)
before attaching to each department and write a reflection after
each attachment in order to review what they had learnt and
what problems they had observed.
b. To deepen the understandings on frontline operations and gain
hands-on experiences, MTs were assigned to all kinds of
positions including street promoter, Guangzhou Telesales,
Technicians of Broadband installation, TV reporter and so on.
c. MTs would have to complete
some ad-hoc tasks, such as being
one of the organizers of
company’s servicing trip to
Cambodia, usher in a VIP concert
of Joey Yung and emcee of
Talent’s meetings.
EMcee in Talent Meeting
P.16

Chapter 2:
Instillation of Unique Culture
REFLECTION FROM MINGO
Earthshaking changes from University to a real business world
When I was a
University student,
efficiency was not
explicitly
emphasized
because all the
requirements
would be
stipulated in the
syllabus at the
beginning of the class. You were as
such given more than enough time to
plan,
discuss and
complete
different
projects.
Yet, when I
have come
to the real
business
world and
rotated
among different departments at HKBN,
I realized that my mindset has to be
changed. I must be highly efficient,
extremely quick and well prepared for
changes, i.e. what we are doing and
planning right now are often
inappropriate tomorrow in this dynamic
market; thus, only when our Talents
and I could get best adapted to the
market changes and work efficiently
would the company grow fast. Hence,
being a Management Trainee, what I
learn most here is how we can be ultraefficient
and action-oriented:
※ When the incumbent suddenly
launched a "6 months free"
campaign with massive TV
advertisements, our company
counterattacked by having a
fabulous "triple-play" offer within
merely 3 days.
※ When a shortfall of our call centre
was unveiled during a Sales &
Marketing meeting, which would
require an IT solution, our top
executives immediately called the
related IT manager and made a
$1.5m decision within 5 minutes.
※ I was reminded by our Talent
Management Director to reply an
email in 5 minutes for immediate
responses, or in 4 hours, if it took
time for me to sort out the answers.
※ I promised myself that I would try
my best not to leave duties, which I
could finish today, to another day.
All these experiences and observations
in HKBN could really help refine me to
be a future CXO with great execution
power and quick decision-making
ability.
P.17

Chapter 2:
Instillation of Unique Culture
REFLECTION FROM KIANA
The Power of Engagement - Run the talk
My rotations covered
operations from
Guangzhou Call Centre to
premium HKBN x Apple
outlets where I had to
provide front line customer
service and promote our
broadband services.
Hence, I was able to have
a clear grasp of how to be
a right person on this boat,
with vision that covers
both strategic and
implementing operational
initiatives.
Engaging customers in retail shop
At company level, I was
assigned to present to
different executives on
various new initiatives. These initiatives, through either on-going company
projects or new concepts, were encouraged and supported by the
management. The important lesson learnt is that we should not be afraid of
falling short, as long as we have the flexibility and prowess to immediately
regain our composure and move onto new and improved approaches.
Through these journeys, I have matured into a more strategic-oriented
professional and am often encouraged to think “outside-of-the-sandbox”. The
executives are very supportive of my proposals and allow for implementation.
For example, the revamp of our internal website and sales materials enhanced
our frontline talents’ efficiency. These experiences became practical trainings
that helped me further develop myself, may it succeed or fall short of
expectations.
P.18

Reflection 1:
Stimulation of Top
Brains
Reflection 2:
Instillation of
Unique Culture
Reflection 3:
Maximization of
Exposures
Reflection 4:
Invitation to
Challenges
Reflection 5:
Globalization of Great
Entrepreneurship
Index Introduction of
the Program
Appendix
Chapter 3:
Maximization of Exposure
The Brief
One of the key elements of HKBN’s MT program is to maximize
their exposures to the industry across maximum disciplines.
MTs have had various opportunities to meet up with different
executives and management gurus from different industries,
such as asset management, media, financial institutions,
consultant extraordinaire, etc., on Corporate Days or by
company visits. Furthermore, MTs are also sponsored to attend
numerous workshops, trainings and EMBA series with regard to
leaderships, team building, communication skills and new
trends of business for the sake of helping them develop allround
ability.
These exposures have served several
purposes, one of which is obviously
inspirations gained from interacting with
these experts who are business leaders
in Hong Kong. Another goal would be the
acquisition of valuable knowledge and
insights in various world-class functions
and workshops. Above all, these newly
attained knowledge and skills acquired
by our MTs were immediately put into
implementation as they were given
opportunities to take up critical roles in
numerous company events.
Ocean Park Visit
P.19

Chapter 3:
Maximization of Exposure
REFLECTION FROM MINGO
How I turn my disadvantages into opportunities?
As a management trainee, I am honorable
to be one of the representatives of HKBN
at many public events, where I could
mingle with other senior executives and
even become one of the speakers at some
conferences.
experts in some fields because I was not
credible enough to do so. It was also not
sensible for me to foresee the future of
HKBN because it was basically not
convincing to the external guests. After all,
I was not seasoned enough to present
them with any kinds of knowledge.
Being young has been my largest
weakness for the time being; however,
after a few rounds, I have successful
turned it into my greatest weapon when I
have tried a different approach.
Mingling with senior executives
at Joey Yung’s concert organized
by HKBN
As you may see in previous chapters,
sometimes I would attend these events
with our current CXOs, but on some
occasions I had to go on my own. In both
cases, I faced a similar challenge, which
people either chatted with
our CXOs delightedly while
I was like a dumb
potatoes without
contributing to the topics,
or they were not willing to
chat with me individually
when they figured out I
was not “valuable”.
It was a frustrating and
somehow embarrassing
experience that I kept
asking myself how I could change. It was
apparently unwise for me to pretend
Just because I am young, I can represent
the youngsters to acknowledge the
importance of broadband services and
share with them some of the latest trends
such as movie streaming, user experience
of Apple products or details of some
popular websites. Just because I am
young, when they are eager to learn more
about HKBN, I can share my hands-on
experience on the frontline Talents and tell
them how the mass perceives HKBN and
other competitors. Just because
I am young, I can describe how
a young employee like me will
be motivated and retained. As a
matter of fact, later I even
made a presentation on some
tactics regarding how to cope
with the needs of Generation Y
and thankfully I did receive
several complements by email
after the presentation.
It has been my conviction that
things do not change; we change.
P.20

Chapter 3:
Maximization of Exposure
REFLECTION FROM KIANA
All-rounded Talent Rising
I had opportunities to meet with executives and management gurus, acquire
valuable knowledge and insights in various world class functions, observe and
learn from renowned executives and keynote speakers at the annual events
and high-level investor meetings. I could learn and acquire from these experts
through “up-close-and-personal” interactions. These newly attained knowledge
and skills were immediately put into implementation as we were given
opportunities to participate in numerous company events taking up critical
roles.
I was also thankful to experience the Cambodia service trip with our top
management, which indeed extended another aspect of my social exposure.
Personally, I enjoyed being “overwhelmed” by new information at signature
events such as Goldman Sachs Corporate Day and Credit Suisse Annual
International Conference.
Meeting with CXO level in China
P.21

Reflection 1:
Stimulation of Top
Brains
Reflection 2:
Instillation of
Unique Culture
Reflection 3:
Maximization of
Exposures
Reflection 4:
Invitation to
Challenges
Reflection 5:
Globalization of Great
Entrepreneurship
Index Introduction of
the Program
Appendix
Chapter 4:
Invitation to Challenges
”We let them fall and I am happy that they fail.”
NiQ Lai
Head of Talent Management & CFO
Hong Kong Broadband Network Ltd.
The Brief
MTs have been placed into the “battlefields” since the first
day of the program. Working with a number of experienced
executives and team members with different personalities,
placed in front of various experts presenting new ideas and
analytics, working to meet demands of department heads
without sufficient professional knowledge and experience,
MTs are expected to “survive” and overcome these
challenges.
On a personal challenge, MTs were obligated in contract to
participate in a half marathon and attempt CFA level 1
examination (course fee is refunded only if they pass).
Through these challenges, we hope that on one hand, MTs
would be able to learn how to effectively prioritize and
manage their times. On the other hand, they could also
achieve self-actualization through the experience of striving
towards some challenging goals.
P.22

Chapter 4:
Invitation to Challenges
REFLECTION FROM MINGO
Good honing gives a sharp edge to a sword; bitter cold adds
keen fragrance to plum blossom ( 寶 劍 鋒 從 磨 礪 出 梅 花 香 自 苦 寒 來 )
Frankly speaking, MT program of HKBN
is really tough and challenging. Not only
current CXOs and top executives have
had a high expectation on us, but other
colleagues would keep an eye on our
performance. Oftentimes we had to
work under pressures, which involve
dealing with circumstances that had
been constrained by resources,
supports and a lack of experience, but
still need to be taken care of in a timely
manner.
We experienced plenty of frustrations
during the process. When I first
prepared the Standard Chartered
Marathon, I could merely complete 8
km, which was around 40% of my
target, 21 km. When I decided to
applied for leaves to study CFA level 1
in the last week before the
examination, I was told that workloads
of my attached department was also
suffocating that week and thus I had to
take it 3 weeks in advance. When I had
spent 14 hours every day to prepare for
a University Campaign in 2 weeks, I
was frustrated because of a sudden
market change that brought a disaster
to the campaign.
Thanks to our current CXO, he kept
reminding us not to be scared by
failures because success consisted of
going from failure to failure without loss
of enthusiasms. Almost every socially
notable had
experienced
some kinds of
failures and we
should be glad
that we had
come across
challenges and
failures in the
early stage of
our career.
With a mental preparation of embracing
failures, I successfully completed the
Half Marathon, passed the CFA level 1,
and I am now challenging the challenge
of University Campaign once again.
Successfully completed
the Half-Marathon
P.23

Chapter 4:
Invitation to Challenges
REFLECTION FROM KIANA
Extended beyond Breaking Points
I learned how personal goals can be
achieved and surpassed by
participating in several sports events,
most of which for charity and the most
challenging –Standard Chartered
Marathon. Although I started with
mere faith and practically thought that
there was no way I could finish the
race, it was proven that determination
is the most significant element
motivating every single mind. Upon
completion, I now understand that no
matter how big the challenge may
appear to be, as long as I remain
steadfast and determined in my path
and strides, I will be capable of
reaching my goal as well as growing
throughout the whole journey.
Being able to effectively prioritize and
manage our time became another
largest challenge in itself due to lack of
professional experience. This often led
to sporadic frustrations and sense of
inferiority. Yet, we came to grasp that
this is intended as part of our training,
as we are placed in the “lion’s den”, we
not only learned how to survive and
overcome these challenges, but in fact
became more and more perfect as a
professional on a fast track, targeting
to develop ourselves as one of HKBN’s
influential managers.
I have learned that idle days and
sudden surge in workload can be easily
managed by prioritization and taking
more responsibilities hands on.
Besides, influence comes from open,
candid and timely communication. I am
now humble enough to maintain my
keen sense of learning, as all
Department Heads and mentors stand
ready to listen and share significant
experience.
”Run to your home”
Charity Campaign
Last but not least, inspired by our
current CXOs, work-life balance is an
indispensable element in the life of a
successful executive, which is a
necessity to keep one going endlessly.
Another vivid example is that I once
organized a charity run which gained
support from our management. Over
100 Talents and family members joined
and we ran to our CEO’s home
together. That is how united we always
are! With our unique culture, HKBN is a
place where a group of Crouching
Tiger, Hidden Dragon gathers.
P.24

Reflection 1:
Stimulation of Top
Brains
Reflection 2:
Instillation of
Unique Culture
Reflection 3:
Maximization of
Exposures
Reflection 4:
Invitation to
Challenges
Reflection 5:
Globalization of Great
Entrepreneurship
Index Introduction of
the Program
Appendix
Chapter 5:
Globalization of Great Entrepreneurship
The Brief
To learn from different successful entrepreneurs from all
over the world, our MTs would need to read through 12
business-related books with a wide range of topics within
12 months. Some of the books were from the suggested
book list while the rest of them were chosen by their own
discretion.
To facilitate the thinking
process, MTs would have to
reflect upon all the books
they had read and share
how they had been inspired
by these books. Those
reflections were expected
to be applicable to their
own professional
developments, so they
were required to formulate a learning application plan
after the readings. By doing this, we believe they could
consolidate their learning and enhance their commitments
towards their own professionalisms.
Their reflections have been widely published in company’s
internal news, press releases and media including Reuters
and AsiaToday. We hope that their reflections would not
only benefit themselves, but also be able to transfer what
they had learnt to other Talents as well as external
readers.
P.25

Chapter 5:
Globalization of Great Entrepreneurship
REFLECTION FROM MINGO
My inspiring mentors around the globe
Throughout all the books I read, I
cannot say all of them are inspiring or
life-changing, i.e. indeed not every book
is suitable for me, and in fact some of
them I cannot even remember the
content very much. As NiQ has
mentioned, we have to mine widely for
inspirations to find maybe one diamond.
The irony is unless we read bad or
average books, I would have never
found the truly meaningful one, which I
would like to briefly introduce two of
them to you in the following:
“Internal speech of Jack Ma”
The most
enlightening point
of this book is “The
best management
is to enhance
people”. Good
leader can be the
best staff; Great
leader can assign
priority; only the
best leader can
foresee the future
needs and reinforce his subordinates for
the sake of it. At office, I do find lots of
good and great leaders capable of
motivating colleagues to work harder
and successfully achieving targets every
single month. However, we may find
their teams being almost the same 3
years later without having any
breakthroughs. Hence, I was deeply
impressed by the author mentioning the
management style of “enhancing
people” instead of “better utilizing
people”.
“Execution” by Larry Bossidy
and Ram Charan
Compared to the first
book that most likely
prepares me to have a
good mindset,
“Execution” seems like a
practical handbook
showing me how to get
things done. Many
leaders may get
obsessed with micromanaging,
or being
“hands-on”, but to lead
for execution only means getting
actively involved --- get to know the key
details, constantly probe and question,
fairly measure and reward, be kind to
Talents but do not have emotional
fortitude to lay off under-performers,
and most importantly, follow up tightly
for every single item that had discussed
and targeted in the meeting. All these
should be implemented if we want a
strong team.
Reading books is one of the best ways
to get inspired. I believe that the day
when I stop reading is the day I stop
growing.
P.26

Chapter 5:
Globalization of Great Entrepreneurship
REFLECTION FROM KIANA
The Gateway to Excellence - Learning From Best Practices
The list of books that I have chosen developed me in areas of leadership
insights, strategic implementation and sustainability of market leadership,
cross functional synergy, team leadership and most significantly, to become an
all-round manager that would surely contribute to the success of HKBN.
The most encouraging outcome is that I now find myself often interacting with
other professionals and executives at a different level of maturity and insights.
My keen sense to strive for better has become
more intense as I grasp each opportunity to
learn and absorb. Additionally, I believe that I
have more confidence in applying what I have
acquired from books. For example, “The One
Minute Manager” from Ken Blanchard taught
me how to become an effective manager;
“From Good to Great” by Jim Collins inspired
me to scrutinize and enhance my personal
work; Eugene O’Kelly “Chasing Daylight”
enthused me to see every professional restraint
as an opportunity to grow.
Jim Collins
Author of “From Good to Great”
talent with adequate knowledge and positive
attitude while opening my eyes to a
diversified worldly scope. Most of all, I am no
more the frog that lived in a shallow well but
a potential star understanding that there is an
infinite universe to explore, leading to the
peak of my professional career.
I am thankful for each assignment organized in
this journey, which prepared me to be as
successful as HKBN, if not more. It has
developed me
into a right
P.27

Reflection 1:
Stimulation of Top
Brains
Reflection 2:
Instillation of
Unique Culture
Reflection 3:
Maximization of
Exposures
Reflection 4:
Invitation to
Challenges
Reflection 5:
Globalization of Great
Entrepreneurship
Index Introduction of
the Program
Appendix
Media Interview
Appendix I
External Exposure: Feature interview of iMoney Magazine in Nov 2011
P.28

Media Interview
Appendix II
External Exposure: Feature interview of Career Times in Aug 2011
P.29

If you would like to extend your readings of what Mingo
and Kiana have learnt during the journey of “CXO of the
Future”, let join us and click the below links:
Shared By Mingo Tsang
※ Learning Reflection— After attending an HR conference
※ Learning Reflection— After attending HKMA seminar
※ Learning Reflection—After attachment in Corporate Sales Dept.
※ Learning Reflection—After attachment in Customer Relation Dept.
※ Book Reflection—After reading “Execution” by Larry Bossidy
※ Book Reflection—After reading “Internal Speech” by Jack Ma
Shared By Kiana Shek
※ Learning Reflection— After attending Goldman Sachs Corporate Day
※ Learning Reflection— After attending J.P. Morgan Investment Seminar
※ Learning Reflection— After attending Training on Team Leadership of
Dew Point
※ Learning Reflection—After attachment in Corporate Sales Dept.
※ Book Reflection—After reading “What I Wish I Knew When I Was 20” by
Tina Seelig
※ Book Reflection—After reading “The Five Temptations of a CEO” by Patrick
Lencioni
P.30

About Hong Kong Broadband Network Limited
Hong Kong Broadband Network Limited (“HKBN”) is the fastest growing broadband service
provider in Hong Kong, offering a diversified portfolio of innovative products such as broadband, local
telephony, IDD and IP-TV services to over 1.3 million subscribers. As the owner and operator of one
of the biggest fiber optic networks in Hong Kong, HKBN offers premier telecommunications services
to both business and residential markets.
The company takes great pride in developing its 3,000-strong Talent force into a competitive
advantage, and has established a solid market position for sustaining growth and success. In May
2012, HKBN underwent a Management Buy-Out and is now majority-owned by CVC Capital Partners
and 63 HKBN Managers.
http://www.hkbn.net