Adapted from a panel at the Innovation China Conference Spring 2026 featuring Xiwen Qing, Startup Innovation APAC Lead at Henkel. View original publication.
The reality: why MNC-startup collaboration often stalls
Multinational companies are complex. Legal, marketing, R&D and other stakeholders each bring different priorities, and every connection requires time and trust. Startups operate at a different speed: they need clear milestones, decisions and cash flow. This mismatch is the root cause of many stalled collaborations—but it can be managed.
1. Choose the right sector
The strongest opportunities often sit in policy-backed, technology-driven emerging industries. Government funding and policy tailwinds can reduce the cost of educating the market, giving startups and multinationals room to grow together in a high-potential field.
2. Find the right internal champion
Founders often focus exclusively on senior executives. Xiwen argues that the pivotal person is frequently a mid-level operator with strong internal connections, influence across functions and a genuine belief in innovation. This internal connector can sustain momentum and help a project move through organisational barriers. Persistent silence often signals that this champion has not yet been found.
3. Take the lead—do not wait to be managed
Before approaching a multinational, founders should define the desired end state. The goal might be access to sales channels, direct investment, a joint R&D laboratory or a combination of outcomes. The startup must propose the collaboration model, set the communication rhythm and keep the process moving, rather than becoming lost among the corporation’s stakeholders.
Build systematic, consistent communication
Good intentions become active collaborations through regular updates, clear documentation and persistent follow-up. Founders should proactively move every connecting point forward rather than waiting for the multinational to coordinate the process.
Key takeaway for founders
“You can achieve multiple goals—but you have to play the dominant role in the beginning. Otherwise, you lose out in communication and stakeholder management.” — Xiwen Qing