IMLP China Rep interview - Tommy Tang

You probably remember the previous interview with Matt Brooks - IMLP Global Program Manager, and the recent one with Beth Desormeaux - Manager for Learning and Development at GE. So here we are with the third episode of GE IMLP interviews with GE leaders!

China IMLP rep Tommy Tang has taken some time to share with us his IMLP experience as well as some valuable insights for current and future IMLPs.

1. What was the most important thing that you have learned from the IMLP experience?

There are many things I have learned from the program. To name THE most important one, I will pick 'focus on value-add activities by understanding the needs first and applying a technical solution later.’ Understanding what the REAL problems are can help you save time and energy on the most critical factors that contribute to the success of a project and build long lasting relationships with your customers.

2. How do you foresee IMLP growth in China and the overall Asia region?

IT has always played a very important role in supporting business growth in the emerging market, like China and India. In recent years, we have met difficulties to fulfill key local IM positions. I foresee that we will recruit more IMLPs in the growing markets, in order to close the hiring gap.

3. If you could summarize your GE life in one sentence, what would you say?

I would like to use one sentence from my cover letter when I applied GE IMLP: 'Developed myself while supporting GE business growth in China Market.'

4. How do you think IMLPs could implement the “Bring more T in IT” strategy?

Get your hands dirty!
It's always easy to repeat the big words you have heard or read. But it only counts if you can translate the strategy into tactics and tasks that you can follow on a day to day basis.  More “T” [technology] to me simply means becoming a master in my domain of expertise. Whenever people ask me a question, I can give them a straight answer 80% of time. Don't overly rely on your vendor. Treat them as your hands and feet, or as a knowledge tank in other cases. But you should have enough depth and skills to get the job done; therefore, you can make conscious and technical savvy decisions all the time.

5. How can IMLPs show special value within a 6 month rotation and learn the most from it?

It's really hard but doable. There is no silver bullet solution to the question, but I can share a couple of thoughts.

Firstly, build relationships and credibility at the very beginning. If people trust you they will trust what you do to them and see more value instead of fault. It's not about right or wrong. It's basic psychology.

Secondly, build knowledge reserve. If you can bring the desired skills right into the rotation, you will add instant value. So, stay curious and watch for technology trends in GE and the market, and plan your learning accordingly. It may be very hard at the beginning, but truly rewarding in the long run: like a hit in your cached buffer.

Lastly, learn quickly and use a systematic approach (methodology) to process new problems. If a consultant from an external consulting firm can do this in weeks, you also can. So, if you can get buy-in from your customers on the 'NEW' face of the problem and deliver, you’ve won.