Interviewed by Jason Descamps, CEO of Mavence
Introduction
Operating at the intersection of global tech, geopolitics, and regulation, China offers both extraordinary opportunities and significant challenges for international public affairs professionals. In this exclusive conversation, Jason Descamps, CEO of Mavence, speaks with Afke Schaart—a Dutch public affairs leader with deep international experience in Europe, the Eurasian region and in China—about what it takes to succeed in one of the world’s most complex and dynamic political environments.
With senior roles at Huawei in Shenzhen, Microsoft in Europe, and now Eutelsat Group, Afke brings a rare cross-cultural perspective shaped by both Chinese and Western corporate and political cultures.
Jason: What first brought you to China, and how did you find your footing in such a complex environment?
Afke:
I moved to Shenzhen to take on a leadership role at Huawei, at the beginning of the covid pandemic. I was immediately struck by the scale, the pace, and above all, the sense of ambition of creating a better future for the next generations.
Shenzhen is a city that breathes ambition, and being there was like stepping into the future. It’s often called the Silicon Valley of China, but I think that comparison undersells it. This is a city of 15 million people, built in just over 40 years, with urban planning focused on livability – like ensuring there’s a green park within five minutes’ walk for everyone.
It’s also an incredibly safe, clean, and efficient place to live and work. The working culture is intense; people often speak of “9-9-6,” meaning 9 a.m. to 9 p.m., six days a week. And while in Europe many were walking their dogs or renovating their homes during lockdowns, in China remote work was almost non-existent. I stayed home for just one week in total.
The Huawei Campus is designed to support this intensity. At Huawei, there were walking trails, gyms, restaurants, juice bars, it’s a culture that recognizes well-being as part of performance.
Professionally, I had to adjust to a more cautious, modest way of operating. There’s an art of discretion, often, you need to understand the direction of travel before anything is written down. I found my footing by listening more than speaking at first, and by staying genuinely curious. Relationships aren’t transactional; they’re built through consistency, trust, and time.
Jason: How does government relations in China differ from the European model?
Afke:
The differences are significant. In China, public affairs is often practiced by engineers, scientists, or people with academic backgrounds. It’s highly factual, deeply aligned with national policy, and focused on certainty. A press release won’t be published unless it’s 100% verified and reflects decisions already made. Precision and restraint are valued.
In the West, especially in the U.S., public affairs is much more aspirational, fast-paced, and emotionally driven. It’s often about what might happen: vision, innovation, narrative. Messaging is designed to inspire and influence in the moment. That enthusiasm works in democratic systems where persuasion is part of the process.
These different lenses can lead to real misunderstandings. Western actors may see Chinese communications as dry or opaque, while Chinese companies can struggle to resonate globally because their messages feel too academic or understated. One system is driven by certainty, the other by momentum.
Jason: What are the biggest ‘do’s and don’ts’ for European companies engaging with Chinese authorities?
Afke:
Navigating China successfully means adjusting not just your message, but your mindset — patience, humility, and cultural awareness are essential.
Do:
• Respect hierarchy and formalities. Titles and seniority matter deeply.
• Show commitment over time. Consistent presence is everything.
• Understand the national priorities. Especially the Five- and Ten-Year Plans and sectoral strategies.
• Adapt your communication style. Be humble, structured, and avoid overstating. A calm, fact-based tone earns respect.
Don’t:
• Don’t underestimate cultural nuance. Small signals can have big meanings.
• Don’t push for visibility too early. In China, being “known” before being trusted can backfire.
• Don’t expect fast feedback. Silence isn’t rejection, it often means reflection.
• Don’t mistake pragmatism for passivity. Chinese counterparts may be flexible on tactics, but not on direction or principle.
Jason: What was it like working for both a Chinese tech company (Huawei) and an American one (Microsoft)? How did each engage with China differently?
Afke:
Both Huawei and Microsoft are high-performing, but shaped by different foundations. Huawei is a Chinese company operating globally — decisions are pragmatic, long-term, and closely aligned with national strategy. Microsoft is a truly international company, where leadership is more globally diverse and advancement isn’t tied to nationality. Its approach is process-driven, compliance-led, and globally consistent. Working in both showed me how deeply national identity and governance models shape global public affairs.
Jason: As a European woman in Chinese corporate and policy circles, what surprised you most?
Afke:
I was struck by how strong female participation in the workforce in China is, especially in STEM fields. Women with technical degrees are much more common than in Europe, and overall labour participation is relatively high, a legacy of China’s socialist foundation.
While traditional expectations around gender roles still exist socially, they’re evolving fast. Fewer young women today are prioritising marriage or children, and there’s an emerging sense of independence. You can feel that generational shift happening – especially in cities like Shenzhen.
Jason: What role can European companies realistically play in Chinese regulatory conversations today?
Afke:
You can’t dictate policy – but you can inform it. And that still matters.
European companies need to understand where policy is heading, align with national priorities – like green tech, rural access, or AI ethics—and build trust through consistent local engagement: chambers of commerce, think tanks, universities, and industry groups.
Don’t expect Western-style lobbying to work. Influence in China comes through contribution. If you help advance China’s own goals while upholding your values, there’s real room to operate – and even to lead.
Jason: What would you say to a European government affairs professional being posted to China today?
Afke:
Drop the assumptions. Read the history. Stay longer than you planned.
Build a strong local team, and trust them. Learn some Mandarin, even if it’s just basic. Respect context. Don’t rush outcomes. Success won’t come from clever positioning, it comes from presence, patience, and partnership.
Jason: If you had to distill your key takeaways into a list of best practices, what would they be?
Afke:
What stays with me most is how much you grow when you work across systems that don’t mirror your own. China challenged me to rethink how influence works, how decisions are made, and how trust is built. It made me more thoughtful, calm and modest. It taught me that public affairs is never just about policy; it’s about people, perspective, and presence. The further you are from your comfort zone, the more essential it becomes to listen, adapt, and lead with intent.
