Interview Dr. K.K. Yeung: Technology driven success

Dr. K.K. Yeung, BBS, JP, is the Chairman of K.K. Yeung Management Consultants Limited. A Chartered Certified Accountant by profession, he holds fellow memberships in several prestigious accounting and governance bodies. He has helped many Dutch companies build partnerships across Asia and served on the Advisory Board of the Dutch Chamber of Commerce in Hong Kong. His firm is a registered consultant with the World Bank, Asian Development Bank, and the Hong Kong SAR Government.

Let’s start at the beginning—what inspired you to start K.K. Yeung Management Consultants back in 1983?

I founded K.K. Yeung Management Consultants in May 1983, originally as a CPA firm focused on corporate rescue during the Latin American debt crisis. At the time, many countries were struggling with debt repayments, and we helped with debt rescheduling supported by international programs. Over time, as China's economy opened, we evolved into a full-service management consultancy—guiding joint ventures, advising boards, and helping clients navigate governance, strategy, and expansion, especially across Asia.

I understand that you have worked with some of the top 50 companies in the Netherlands—is there a reason for choosing Dutch companies to work with?

In my view, the Dutch are some of the most natural partners in Asia. I call them the ´Chinese of Europe´- they are entrepreneurial, adaptable, and cultural. Their direct and straightforward communication is a great asset. The Dutch have a maritime heritage – they are global by nature and go everywhere. They are in my experience one of the best in sourcing partners and they are capable to work with large countries.

My relationship with Dutch business goes back to my 7-year employment at Philips. When I left to start my own firm, I stayed in close connection to Philips, and through their network, I was introduced to many top managers and CEO's, of whom many had previous experience at Philips. 

In the 1970s, I also helped to set up the Delta Association in Hong Kong – the first Dutch Business Association of the city – and I became deputy chairman. That association evolved into the Dutch Business Association and eventually into the Dutch Chamber of Commerce, where I served on the Advisory Board.

What is the most crucial factor to remain relevant in today’s economy?

The principle of success revolves around technology. There are three key factors that make technology driven success possible. The first is partnerships. Technology has no life without international cooperation. Second, effective partnership should bring together hardware (e.g. material science, equipment) and software (e.g. IT, AI) and the production side – whether through skilled labour or automation – is essential. Third, we must not forget management and systems. Even with the best technology, without sound management, financial control and continuity planning, everything could fail.

I will share some examples from our work:

In the early 2000s, we were hired by Draka (a Dutch optic fibre company)—later acquired by Prysmian—to advise on a joint venture in China with the Ministry of Posts and Telecom. This JV took place in Wuhan, and it was the first large-scale optic fibre manufacturing partnership in China. It brought together world-leading expertise: advanced optical laboratory expertise from Philips, fibre quality and commercialisation know-how from Draka, cable expertise from Prysmian, and crystal preform technology essential for fibre quality from German partners and lastly, the state-of-the-art manufacturing capability of Wuhan. The result? The world’s largest optic fibre and cable manufacturing plant in Wuhan. This JV started with 160 Dutch-originated IP's and grew to over 360 – a perfect example of technology-driven success through cooperation.

Another example is a Joint Venture between Philips, China, and Taiwan – which led to a thrive in Shanghai Bipolar Semiconductors industry. These factories now make the very chips found in your iPhone and for telecommunication. Philips helped start the entire industry. This would not have happened without collaboration between three regions.

The last example is a partnership with the Dutch company Schiphol – small, but technologically strong and high management skill. Schiphol signed up a sister relationship with Chinese state-owned airport authorities, as well as advising some Chinese airports and the Hong Kong International airport to improve everything from: fire safety equipment to air-side traffic and land-side signage management systems and retail management. This collaboration showed how a relatively small player with the right know-how can have major impact through strategic cooperation.

To conclude, all these examples show that international cooperation is the key to achieving big outcomes. Technology is the driver of success. It has no room for geopolitics or boundaries, it thrives in environments where knowledge, skills and resources are brought together through cooperation.

What are some struggles that companies experience when managing partnership?

The most important thing, when setting up a partnership is that the two parties have signed and comply to a set of terms and conditions called a shareholders or partnership agreement. This partnership agreement must have some essential features. First, it should be easy to understand such that when management changes, the understanding of the partnership is the same. Second, the agreement must be fair and there should be a win-win situation for both partners. Also, there should be a benefit in quantified terms or in other words the agreement should be money driven. Lastly, it should contain check and balance on succession to ensure continuity. If another person replaces partner B, the agreement should still work and there should be a friendly and fair exit course.

How do you look for a right partner?

First, ask yourself what you do not have. Who can provide you with this? How will they deliver it, and in what quantity or scale? Once you have clarity, conduct lots of research and find an experienced management consultants that can help you with a strategy and a clear and fair partnership agreement.

Do you have some advice for companies that struggle with the current geopolitical tensions?

My advice is to examine your company's mindset. Do you have a philosophy of openness and liberalisation? In today’s world, it's essential to be able to work with any race, country, or partner. Openness and adaptability are your best assets in navigating geopolitical uncertainties.

Your firm has worked with governments from Hong Kong to Australia and the Netherlands. How is public sector consulting different from collaborating with private companies?

It is quite different—often more complex. We have worked on many government projects over the years, and we have found that the challenges are more about misalignment and structure. Some government departments or agencies are internally focused. They often do not know what they do not know—especially when it comes to international benchmarks or evolving external requirements. That is where management consultants play a key role: to translate public goals into clear, actionable strategies. Some government departments or agencies often forget to reconcile what they want, what they can offer and what the public wants. Without strategic clarity across all three, projects get stuck—or worse, succeed technically but fail to create real value. Even when a project is underway, there is a common problem: lack of continuity. You can have a well-planned, well-executed project that serves both government and public interest, and pays fairly—but if leadership changes, everything can fall apart. To solve these problems experienced external consultants are needed.

What is next for K.K. Yeung Management Consultants—any new frontiers you are excited about?

For decades I have spent around 70% of my time abroad, advising governments, corporations, and institutions across the globe. But now, its shifting to 30% travel and my daughters who are qualified accountants have experience from large global companies and other clients to carry forward the work abroad.

Additionally, we are stepping into new powerful areas. Our first aim is to help one of the largest budgets in Hong Kong that is often overlooked: Community and Charity services. These organisations get much less attention even though their size has grown extensively. I want to help overhaul and review these NGO´s to evolve their strategies, values and mission accordingly. It is about supporting their growth by bringing the same professionalism we apply to corporate clients.

The second aim is to help families and founders prepare for continuity. This is called legacy planning, and it is essential to ensure continuity of a business. Many successful leaders know how to build a business, but not how to pass their legacy on successfully without legal battles, lack of structure succession and conflicts.