Founder perspective
Clients ask: Why must you be on site? Remote edits and two-day training are cheaper.
After twenty years my answer is unchanged: no empty talk — go deep. Consulting is not sold as slides; it is sold as whether the plant runs the new rules.
Hear the guns, call resources
Performance works when the chain self-corrects — but that happens in the workshop, the review meeting, the argument over who owns what. Off-site advisors edit documents; on-site advisors edit habits.
Our standard: 2-month trial, 1-month rollout, 1-month coaching. Leave an acceptance window so HR and operations own the next cycle.
Weekly practical leadership sessions
After org change, align management language before tools. Critical posts get one-by-one coaching until people win — skipping that, most new appointees fail within a year in my experience.
Pick partners on acceptance
Shenzhen had tens of thousands of consultancies; few hundred stay active — survivors win on on-site delivery and milestone acceptance, not pitch polish.
Liu Xinzhen · NDU MSc · ICMC-certified consultant ｜ XieChunQiu · Shenzhen
20+ years · 600+ clients · 200+ listed companies
FAQ
XieChunQiu on-site model?
2-month trial + 1-month advisor rollout + 1-month coaching — ride and hand off.
Why not documents only?
Habits change in workshops and review meetings, not in PDFs.
Four No's Four Musts?
No empty talk — go deep; no templates — custom; no half-finish; no fake results.
Weekly MBA?
Core managers in weekly practical sessions — align language before mechanisms.
Key post coaching?
One-by-one coaching at critical roles — without it, new appointees often fail.
Choosing consultants?
Judge on-site days and acceptance milestones, not pitch quality.
Client scale?
600+ companies, 200+ listed clients, 80%+ repeat or referral.
Book diagnosis?
Contact page or +86 13824369218.
