15 January, 2025 Webmaster

How to fit in the Chinese Startup Ecosystem

What can we learn from the Chinese Startup Ecosystem? Anton Wieselblad is Head of Data Streaming and AI within the Section for Autonomous Intelligent Control Platform at Scania and one of the Keynote Speakers at VECS 2025. With a passion for technology and new business exploration, he has pioneered many successful corporate innovation initiatives globally within the TRATON group. Before his current role, Anton started and ran Scania’s internal entrepreneurship program for several years. Together with Combient Foundry, he has also accelerated Scania’s adoption of start-up collaboration in Sweden before moving to China to work as their “Ecosystem Manager” – essentially working to build up a network with the start-up community in China. We asked Anton a few questions about what we can learn from the Chinese Startup Ecosystem, what pitfalls you should avoid and how you can adopt your toolbox while leverage global synergies.

Could you please introduce yourself and your work at Scania?

In the past six years I’ve implemented innovation programs that accelerate Scania’s transformation into the intelligent and autonomous transport landscape. In the last year I implemented a systematic approach to venture collaboration in China. Besides contributing to a stronger entrepreneurial culture – seeds of new business ventures and partnerships grow from these platforms throughout Sweden, Brasile and China. In my current role as head of data streaming and AI, I continue to coach colleagues to succeed with innovation.

 

What will you speak about at VECS 2025?

In my talk at VECS 2025 I will share insights from how working in the Chinese startup ecosystem have influenced my innovation management playbook. Essentially, I hope to inspire others to continue to build bridges for partnership driven innovation in the challenging global environment we all act in.

 

What can Sweden and Europe learn from the Chinese Startup Ecosystem?

The Chinese Startup Ecosystem is very opportunistic, meaning that companies act rather than analyse too much. They take a bet, and they evaluate open minded to adopt collaborations. This speed and flexibility make them resilient. Ecosystem synergies are also being leverage in hubs like Beijing, Shanghai and Shenzhen. Companies learn together how to evaluate government policies and validating new technologies. These networks help them keep track of the latest trends as well as leverage different resources to scale very fast.

 

What pitfalls should you avoid when working with Chinese startups?

Failing in establishing trust, which means forming agreements that enable startups to achieve long-term growth without sacrificing agility. It also means setting up fair and legal contract structures. Make sure to “pay your bills”, even for pilot projects. Trust is also about having transparency and ensuring sustainable strategic joint missions.
Second, failing in being reliable. That requires agile decision making. To do that, you need dedicated internal resources and expertise to quickly evaluate and scale successful collaborations. Ultimately, do not waste time on long acceleration programs but focus on aligning decision-making structures.

 

You will speak about “how to adopt your toolbox while leverage global synergies” – could you elaborate on that?

Corporates with global innovation management systems often have productive programs scaled throughout USA and Europe. Meanwhile assets attached to these are generic value add for startups, their operational model might struggle with Chinese entrepreneurial culture and market dynamics. Previously the playbook for Chinese startups was about selling overseas and the foreign OEMs to be in China for China. Now OEMS are in China for the world, and the startups want to go global from day one. Adopting the toolbox is about untapping this double-sided potential by offering both local pilot resources as well as global launchpad.

 

What is the most important thing you would like to share in your presentation?

Today, Chinese startups have less access to capital and financial liquidity, they face restrictions around global expansion and offshore listings, and they suffer from reduced domestic consumption. Uncertain times bring risk, but with that risk the “currency” of corporate strategic resources has gone up. Early-stage companies would benefit from co-development with OEMs, slightly more mature companies would benefit from having OEMs as an early client and later stage companies may see OEMs as a global expansion partner.

 

What are you most looking forward to by attending and speaking at the event?

It will be my first time at VECS and I am excited about meeting new friends while gaining essential insights about where the autonomous market is heading, especially when it comes to applying AI.