Made in China: What Western Managers Can Learn from Trailblazing Chinese Entrepreneursby Donald N. Sull with Yong WangHarvard Business School Press, 2005$35.00CIOs who are loath to do too much long-term thinking will find a lot to like in Made in China: What Western Managers Can Learn from Trailblazing Chinese Entrepreneurs by Donald N. Sull. In his examination of leading entrepreneurs in China, Sull posits that in truly unpredictable markets, a long-term vision is pointless at best and perilous at worst.On the surface, the book is a collection of case studies that uncover many of the idiosyncrasies an executive faces in the Chinese market (murky ownership structures, inconsistent access to capital, shifting industrial policy). But CIOs, who also seek to survive amid uncertainty, could glean potentially valuable best practices as well.The impetus for the book is straightforward. American companies such as Wal-Mart, and U.S. entrepreneurs such as Bill Gates have been examined and emulated for years. But there\u2019s precious little written about the corporate pioneers operating in the world\u2019s second largest economy. So Sull, an associate professor of management practice at London Business School, sought to identify the business leaders of China today. He settled on four industries\u2014IT, telecom, appliances, and food and beverage\u2014that he thought were the most integrated into global markets, and then identified two leading companies in each that had thrived during the economic, political and regulatory turbulence of the past decade. Through in-depth interviews and access to corporate archives, Sull has created an outline of China\u2019s current winners\u2019 successful strategies and introduces some fascinating new business and management concepts that work for Chinese executives. An example is "active waiting"\u2014anticipating and preparing for opportunities and threats one can neither fully foresee nor control. During periods of relative calm, successful managers in China focus on midterm priorities that provide their companies direction over periods of one to three years, such as building reserves of cash and resources, improving operations and managing risk. As a primer for dominating the Chinese market in the long run, it\u2019s not clear how helpful this book will be. But it can be a valuable playbook for flourishing in an environment of insecurity and ambiguity\u2014a state in which many companies operate these days, no matter where they are in the world.