Maersk in China builds talent pipeline to meet challenge of rapid growth : Company expects to need 400 new middle managers a year for the next four years

Purpose – The purpose of this paper is to describe the development and delivery of a talent‐development program that cuts across cultural expectations and challenges the learning styles of the participants. Design/methodology/approach – Draws on the global experience of ChangeMaker International and successfully adapts a western experiential learning style for an Asian market. Brings the 70‐20‐10 principle of effective development to a new population. Findings – Describes the obstacles and challenges and celebrates the successes achieved now the first batch has graduated, the second batch is mid‐program and the third batch has just entered. Practical implications – Points out some of the lessons ChangeMaker has learned working with the Chinese over the last two and a half years. Originality/value – Demonstrates how a partnership can be developed with a client on the other side of the globe and how persistence with the learning method has shown benefits for the participants and their business.