// China as an accelerator – but not for everyone
A key topic of the discussion was the growing importance of the Chinese market – and the opportunities and risks this creates for global suppliers. New growth dynamics are currently emerging in China at breathtaking speed. The market is characterised by radical process optimisation, a reduction to the essentials and a strong hustling mindset: if you cannot keep up, you fall behind.

For many European mid-sized companies, however, these conditions are hardly transferable. In some cases, processes there are more than 50% faster than in the EU. Suppliers that cannot prove their competitiveness in the Chinese context risk being left behind. At the same time, China is facing increasingly ruinous price competition, which is likely to lead to a near-term consolidation of the OEM and supplier landscape.

Global players are already responding: in the US and Europe, standalone China units are being established that operate independently of the core business. But here, too, one principle applies: market access is only worthwhile if the product, the pricing and the local presence are right.

// Transparency is the new currency
One of the most pressing issues, especially in the mid-sized supplier sector, is the lack of transparency. Many companies do not know which vehicles, models or markets their components ultimately end up in – and therefore also do not know what impact these products have on their own performance.

This lack of transparency becomes a problem at the latest when it comes to financing new investments or restructuring measures. Banks and capital providers demand clear facts – yet these are often lacking. Transparency is the key to backing the “right horse” strategically: those who do not know today which OEMs will be the winners tomorrow are making decisions blind.

// Leadership culture and mindset: the silent competitive disadvantage
The cultural and structural deficits of many European companies were addressed just as clearly. While in China, as well as in other countries such as Switzerland, commitment, discipline and speed are regarded as a given – think 45+ hour weeks and weekend work – companies here are increasingly lacking role models in management, a lived performance culture and a clear commitment to entrepreneurial responsibility.

External consultants are increasingly taking on operational tasks because internal capacities or the willingness to execute are lacking. This development is not only costly – it also reflects a dangerous detachment from the company’s own core business.

The political dimension also came into focus: the new German AI Act was discussed as an example of missed opportunities – instead of boldly promoting new technologies, they are being regulated before they can fully develop. And while China is investing strategically, the EU lacks a clear master plan for industrial future viability.