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Why Huawei’s Former PR Leader Says Most Brands Get Global Marketing Completely Wrong

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Every week, Yanko Design’s podcast Design Mindset powered by KeyShot brings you conversations with design leaders who are shaping how products, brands, and experiences connect with people around the world. Hosted by Radhika, the show explores the intersection of design thinking, strategic communication, and the human stories behind successful brands. Whether you’re a designer, entrepreneur, or simply curious about how intentional design shapes our world, this weekly series offers insights you won’t find anywhere else.

In episode 12, Radhika sits down with Chris Pereira, founder and CEO of iMpact, a China-Western communications and go-to-market firm based in Shenzhen. With nearly two decades in China, fluency in Mandarin, and a notable stint as a Huawei PR leader, Chris brings a rare perspective to the table. Named one of Forbes India’s Top 30 Globalization Innovators, he’s spent his career helping brands navigate the treacherous waters between cultural intention and reception. What emerges from this conversation is a masterclass in how design decisions carry meaning, whether you intend them to or not.

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When “On Brand” Goes Off the Rails

Chris opens with a stark reality check: “Design isn’t neutral, especially across cultures. A font, a color, a slogan that wins in New York can really backfire in Nanshan in Shenzhen, China.” The challenge isn’t just about translation in the linguistic sense, it’s about making intention travel across borders intact. Every design choice tells a story about your values, and Chris emphasizes this with a striking insight: “The question isn’t if your design will tell a story, but what story you’re telling. So it’s whether you’ll own that narrative or let it own you.”

When brands think they’re “on brand” with a global strategy, that’s often exactly when things break down in local markets. Chris shares a personal anecdote that illustrates the stakes: “I had a friend a few years ago in China and he always liked to wear a green hat… But in China, there’s a specific phrase. If you’re wearing a green hat, it means your partner is cheating on you in the relationship.” What’s an innocuous fashion choice elsewhere becomes a cultural faux pas in China. For brands, this translates directly to sales, green hats simply don’t sell in Chinese markets, regardless of how well they perform globally.

Why Respect Can Look Like Disrespect (and Vice Versa)

Cultural landmines extend far beyond color choices. Chris recounts a dinner meeting where cultural respect signals completely misfired: “The Chinese host used chopsticks and before he ate he put food onto my client’s plate… But my business partner, my client, he got very angry all of a sudden. He said, I know how to use chopsticks. I’m not a kid.” The Chinese host was showing respect; the Western guest felt insulted. Both sides wanted to build trust, but the trust was actually eroded by the interaction.

These seemingly small details matter enormously for visual communication too. Sticking chopsticks upright in rice is a cultural taboo in China associated with funeral rites, an advertising image showing this would be deeply inappropriate, yet a Western creative team might not know to avoid it. Chris’s firm uses a systematic 10-item pre-mortem checklist that expands into roughly 100 specific considerations, covering everything from brand names and color schemes to who appears in imagery and what scenarios are shown. The goal should be consistent across markets, Chris explains, but the methods must adapt: “The result or what we want to convey in every country is the same. We care about the local community… How we get there is very different.”

Stop Saying You’re Great (Get Someone Else to Say It)

Perhaps the most critical insight Chris offers is about trust-building through third-party endorsement. “If I sit here and tell you, Radhika, I’m really great. I’m amazing… Honestly, that’s not a good way to convince the other person. The better way is to say, this professor has given me a letter of introduction. I was on TV last week on that media.” From a brand perspective, advertising says “I’m great,” while third-party endorsement says “he’s great” or “she’s really trustworthy.” Chris’s advice is direct: “If you don’t have the third-party endorsement, you shouldn’t do advertising.”

He encourages brands to “stand on the shoulders of giants,” pointing to the “Intel Inside” label on laptops as a perfect example. Industry awards, professional association endorsements (like dental associations for toothpaste), and partnerships with established entities all build the trust foundation necessary before spending on advertising. For product launches, Chris advocates showcasing customer success stories: “Maybe we can donate some of our products while we’re doing our announcement. And they can come and say how much that means to them for their community.” This provides powerful, authentic validation that no amount of paid advertising can replicate.

What Huawei’s Crisis Taught About Winning Together

Chris’s time at Huawei during one of the most challenging periods in the company’s history taught him invaluable lessons about resilience and messaging. When he joined in 2016, the message was all about dominance: “We’re number one in this industry. We’re number two in this industry. We have a huge end to end supply chain.” That message made employees proud but scared competitors. “If you’re in the United States at your Apple or Google, you’re like, oh, crap, this is kind of scary. Right. And they’re going to take our business,” Chris recalls.

The lesson? “The importance of win win or finding ways to work together in a way that’s good for everyone in the community is important.” Huawei eventually shifted its messaging toward building an open ecosystem, helping everyone in the supply chain succeed together. Chris also learned about the long-term mindset necessary for trust-building. When the Meng Wanzhou crisis hit in 2018-2019, many questioned whether Huawei would survive. Yet the company had a record year recently, expanding into new sectors like automotive. This taught Chris the importance of resilience and “thick skin” for both brands and individuals, and that trust requires time and consistency to build properly.

Redefining Speed: Why “Shenzhen Speed” Isn’t What You Think

The concept of “Shenzhen Speed” came up multiple times, but Chris is careful to define it properly. It’s not about rushing business relationships or pushing for quick deals. Rather, “when we say Shenzhen speed, we’re not talking about the speed of your business development… the speed is response. So if you send me a message and I respond quickly, we close the loop quickly.” Trust, conversely, needs time.

As Chris puts it, quoting a German friend: “Going in the wrong direction very quickly is not efficient. So in other words, if you’re going in the right direction slowly, that’s actually maybe better than going super fast and going in circles.” This is especially true for Chinese companies going overseas. Chris identifies cross-cultural communication as the primary challenge: “They all have great products, but they still lack a ability to communicate in a cross-cultural setting.” And crucially, human connection matters more than technology: “Get on an airplane and be on site at a trade event, visit your clients in person, have coffee with them. So none of that can be done by AI, interestingly.”

The Three Non-Negotiables Every Brand Needs

When asked about his non-negotiables, Chris identifies three foundational principles. First, compliance, “You need to follow the law anywhere you go,” he states simply. Second, authenticity: “If you’re not authentic, you will lose the trust of the local market.” Chris shares what he calls the 20-60-20 rule: 20% of people will always love you, 60% don’t really care either way, and 20% will actively dislike you. “When we’re doing our design work and business work, it’s important to bring your true self to the table because then you’ll attract the consumers, your customers, your partners, your friends who are like minded.”

Third, purpose beyond profit. “We’re not just doing business and doing design work and doing PR for money. I think we want to make the world a better place,” Chris reflects. For him, this is personal: “I have a nine year old son who’s half Chinese. So what we’re doing is helping Chinese companies and helping China tell their story in a more effective way overseas and building more trust and friendship.” In the rapid-fire segment, Chris crystallizes several key insights. His quickest litmus test for international success? “The team, the team behind the product.” The most underused asset in cross-border launches? “The actual relationships… in the local market.” And what beats beautiful design every time? “A brand mission. So a mission, a worthwhile cause to do something.”

Making Intention Travel

What emerges from this conversation is a fundamental truth: design is never neutral. Every choice, from fonts to colors to the people you feature in your imagery, communicates values. The challenge is ensuring those values translate as intended across cultural boundaries. Chris’s approach is both systematic and deeply human: use checklists and structured processes, but never forget that trust is built person to person, through authentic relationships and genuine commitment to local communities.

For designers and brand strategists working in an increasingly global marketplace, the message is clear: you can’t afford to be culturally naive. What “works” in your home market may actively harm you elsewhere. But with the right approach, thoughtful localization, authentic partnership, and patience, brands can successfully make their intention travel across borders. Chris Pereira can be found on LinkedIn, and Design Mindset releases new episodes every week, bringing you more conversations with leaders who understand that great design isn’t just beautiful, it’s meaningful.

Listen to the full conversation on Design Mindset (powered by KeyShot), available every week, to hear more insights from one of the industry’s most decorated design leaders.

Download your Free Trial of KeyShot Here

The post Why Huawei’s Former PR Leader Says Most Brands Get Global Marketing Completely Wrong first appeared on Yanko Design.

After 40 Years, BRP’s Chief Design Officer Says Empathy Beats Perfection Every Time

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The tension between perfection and progress is something every designer grapples with, yet it’s rarely discussed with the kind of candor it deserves. In episode 11 of Yanko Design’s Design Mindset podcast (powered by KeyShot), premiering every Friday, we sit down with someone who has spent four decades mastering this delicate balance. Denys Lapointe, Chief Design Officer at BRP, leads a team of 135 multidisciplinary design experts from 21 countries, and under his stewardship, the company has accumulated an astounding 61 Red Dot Awards, culminating in the ultimate recognition: Red Dot Design Team of the Year 2025.

For those unfamiliar with BRP, this Quebec-based powerhouse is the global leader in powersports and the number one OEM in North America. They’re the creative force behind iconic brands that define adventure, including Ski-Doo, Lynx, Sea-Doo, Can-Am, and Rotax. With nearly $7.8 billion in annual sales spanning over 130 countries, BRP’s products traverse land, water, and snow. What makes Denys’s perspective particularly fascinating is his 40-year journey with the same company, witnessing his designs evolve from sketches to prototypes to products that millions use to explore the world. He’s learned when to push for perfection and when to embrace strategic compromise in service of getting breakthrough innovations into consumers’ hands.

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Why “Good Enough” Isn’t in BRP’s Vocabulary

When asked about embracing “good enough” as a design philosophy, Denys immediately pushes back. “Basically, I would say, Radhika, the word good enough is not a word that we use. It’s I see it a little bit like the passing mark,” he explains. Instead, BRP formalized a design philosophy built on three key pillars: innovative product architectures, high functionality (integrating ergonomics and human-machine interface), and the “wow factor,” which creates enough emotional content that consumers are drawn to products and want to possess them. The goal isn’t merely to meet customer expectations but to exceed them, benchmarking relentlessly against competitors to win consumers’ hearts.

The breakthrough isn’t in excelling at any single pillar, though. “We know that what’s important is not so much to overdeliver on one of those pillars, but it’s the equilibrium between the three,” Denys reveals. This balanced approach is enforced through BRP’s rigorous stage-gate process and Design Governance Committee, which reviews projects at each critical juncture, challenging teams on all three pillars and ensuring alignment with brand DNA. Younger designers might chase the “wow factor” at the expense of daily usability, but BRP’s structured governance forces timely decisions that maintain equilibrium. “As design leaders, we must teach and coach our young designers to strive for perfection, knowing that perfection is difficult to reach. Obviously, but they need to learn to make the right compromise so to deliver a compelling offer to our consumers, which will exceed their expectation,” Denys explains.

The Accessory Ecosystem: Where Great Ideas Go to Thrive

One of BRP’s most innovative approaches to balancing ambition with pragmatism is their accessory strategy. “I remember several projects where we had too many ideas. We just had too many ideas,” Denys recalls. When milestones force prioritization, rather than abandoning valuable features that drive costs too high for the base model, BRP shifts them to their accessory ecosystem. This allows consumers to opt into features they personally value while keeping base models at target MSRP. Ideas aren’t killed, they’re given to the accessory group to develop separately, ensuring that compelling offers reach consumers without compromising the product’s commercial viability.

Even better, accessories are designed to be compatible across product lines using a patented quick connect/disconnect system. “An accessory that is designed for a seat can go on a side-by-side, an ATV, and even a snowmobile. So it simplifies people’s garage,” Denys explains. Once consumers invest in this ecosystem, it creates powerful brand loyalty because switching to another brand means leaving behind a garage full of incompatible accessories. This strategy demonstrates how strategic compromise doesn’t mean lowering standards, it means finding smarter ways to deliver value. Some ideas work better as optional features than standard equipment, and recognizing that distinction separates good design leadership from perfection paralysis.

Empathy Over Aesthetics: The MoMA Scissors That Cut Nothing

Perhaps Denys’s most powerful advice centers on empathy as the designer’s primary tool. When asked what he’d tell his younger self joining BRP in 1985, he immediately responds: “I think I would tell them to learn to dissociate their taste.” Designers must become ethnographers, deeply understanding users before, during, and after their journeys. “You need to learn to be able to project yourself as that consumer. The right trade-offs for that consumer ultimately. So learning to observe or observing, yes, with your head, but with your heart is the key to discovering the right insights. And I always say to the young designers that if you can identify the right problem to solve, you’re 50% there with the solution.” This empathy uncovers non-obvious insights that competitors miss, like noticing when users bend awkwardly, squint at interfaces, or stumble while dismounting.

His most memorable example of design divorced from empathy comes from an unexpected source. “One day I was in New York City buying, and I bought a lovely pair of scissors, and it was exposed in the MoMA as an object of art.” The perfectly symmetrical scissors intrigued him, but when he tried to use them at home, “the only thing it cut is the palm of my hand.” It was beautiful but functionally useless, highlighting the danger of prioritizing aesthetics over usability. When asked what matters more than perfection, Denys offers: “Equilibrium, holistic. We need to create holistic experiences that hit all aspects in the consumer’s rational way of criticizing a product and also on the emotional side.” A consumer might initially be drawn to something beautiful, but disappointment with the overall experience means they may never return to that brand again, making holistic balance essential for long-term success.

Safety First, Launch Dates Second

In the world of recreational vehicles, safety isn’t optional. “For us, safety is not an option. Safety is a prime focus for everything that we do,” Denys states emphatically. “We always strive for safe products. So I think basically we don’t compromise on safety. You should never mess with, you should never compromise on safety.” When presented with a hypothetical scenario where competitive pressure and board expectations push for an on-time launch, but a safety feature would delay production by six months, Denys doesn’t hesitate: “I think we would rally every member of the product steering committee to postpone our start of production.” The long lifecycle of BRP products (four to ten years) outweighs short-term market pressure every time.

This philosophy extends to BRP’s approach as market disruptors and first movers. The Spyder three-wheeler family exemplifies accepting that you can’t anticipate every need upfront. “We created something to attract the 95% of the population that drives a car instead” of motorcycles, Denys explains. After launch, new needs emerged that weren’t fulfilled by the first execution, but that’s the advantage of being first: capturing insights that inform the next variant or platform. “Consumers could not have told us because the product did not exist,” he notes, demonstrating how iterative learning trumps waiting for an impossible perfection. In the rapid-fire segment, when asked to complete “Perfect is the enemy of…,” Denys responds without hesitation: “time.”

Listen to the full conversation on Design Mindset (powered by KeyShot), available every Friday, to hear more insights from one of the industry’s most decorated design leaders.

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Insta360’s Design Chief Says Your ‘Perfect’ Product is Already Too Late

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Welcome to a new creative space at Yanko Design, where we explore the minds behind the products that shape our world. We are thrilled to introduce our new podcast, Design Mindset, your weekly dive into the philosophies and frameworks that drive modern innovation. Every Friday, host Radhika Seth sits down with leaders, creators, and thinkers who are redefining their industries. In our ninth episode, we explore a fascinating concept: the invisible grid. These are the seamless systems and technologies that, when designed perfectly, fade into the background, allowing pure creativity to flourish without constraint.

Our guest for this exploration is Edward Mao, a product design lead and the head of the integrated design department at Insta360. Edward brings a global perspective to his work, having studied and lived across the US, Sweden, and Schengen. He leads teams that build the very systems millions of creators depend on daily. Insta360 is known for its groundbreaking 360-degree cameras and action cameras, particularly its “invisible selfie stick” technology, which serves as a perfect metaphor for our conversation. The best systems, like the best tools, should empower the user to the point where they are no longer thinking about the tool itself, but only about what they want to create.

Click Here to learn more about Insta360’s latest X5 Camera

The Innovator’s Mindset: Redefining the Rules of the Game

What truly separates an innovator from a follower? According to Edward, it transcends simple risk-taking and digs deep into one’s fundamental mindset. An innovator is driven by a desire to establish entirely new rules, to create categories that never existed before, and to set the benchmarks that will define the market for years to come. Their focus is on impact and purpose, a relentless pursuit of a unique vision that pushes the entire industry forward. Edward explains that this path is inherently harder, but the reward is a profound sense of satisfaction that cannot be replicated. As he puts it, “innovating makes you unique… the payoff, you can get the sense of purpose, the sense of satisfaction, right? It’s way bigger than the comfort of staying safe.” It’s a conscious choice to author the next chapter rather than simply editing a page in someone else’s book.

Conversely, the follower’s path is often a strategic one, focused on efficiency and execution. They excel at optimizing proven formulas and competing on established metrics like price and features, a strategy that allows them to catch up quickly and capture market share. However, this approach has a natural limit. Edward notes that many successful creators and companies eventually hit a “growth ceiling,” a point where the old formulas no longer yield the same results. This is the critical juncture where the question shifts from “How can we do this better?” to “What’s next?” This moment of stagnation often becomes the catalyst for a radical shift in thinking, forcing even the most dedicated follower to consider the daunting but necessary leap into the unknown territory of innovation, where the potential for true differentiation lies.

The Disappearing Act: When Great Technology Becomes Invisible

The ultimate goal of great design is to render itself invisible. This is the central philosophy Edward champions, where technology becomes so intuitive and seamless that it dissolves into the background, leaving only the user and their creative vision. The tool ceases to be an object of focus and instead becomes a natural extension of the user’s intent. Insta360’s “invisible selfie stick” is the perfect embodiment of this principle. When a creator uses it, they are not thinking about the pole in their hand or the mechanics of the software erasing it. They are thinking about capturing an impossible, drone-like shot, fully immersed in the act of creation. This is the magic moment Edward strives for, when “the tech basically disappears and the creativity takes over… that’s when you know you have built something truly invisible.” The technology becomes a silent partner, empowering the user without ever demanding their attention.

Achieving this level of invisibility is not a matter of adding more features, but of ruthless simplification and a return to first principles. Instead of asking how to build a better version of an existing product, the innovator asks what the user’s ultimate goal is and what the absolute, unchangeable constraints are. This approach fundamentally reframes the problem, steering the design process away from incremental improvements and toward breakthrough solutions that address the core need. By focusing on the “why” behind the user’s actions, designers can build tools that anticipate needs and remove friction points before they are even noticed. This frees the creator’s mind from the burden of technical problem-solving, allowing them to dedicate all their cognitive energy to what truly matters: storytelling, expression, and bringing their unique vision to life.

Paying the ‘Tuition’: The Unseen Investment of a Pioneer

Embarking on a path of true innovation is an expensive education, and as Edward suggests, the early struggles are the “tuition” paid for a future advantage that cannot be bought. Pioneering is a slow, arduous process, much like pushing a heavy flywheel. The initial effort is immense, with little visible momentum to show for it. These early phases are filled with setbacks, costly mistakes, and the constant feeling of pushing against inertia. However, this upfront investment in learning, testing, and overcoming unforeseen obstacles builds a deep well of experience-based knowledge. This hard-won wisdom becomes a strategic moat, a defensible asset that late-coming competitors cannot easily replicate. They may be able to copy the final product, but they cannot copy the years of struggle and learning that made it possible.

This pioneering journey is fueled by more than just resilience; it is powered by profound empathy. Edward emphasizes that the most insightful innovators are often their own most demanding users. They relentlessly stress-test their own creations in the messy, unpredictable real world, uncovering failure points and latent needs that would never surface in a controlled lab or a market research report. This hands-on process builds an intuitive understanding of the user experience. Furthermore, this journey requires a pragmatic acceptance of imperfection. The goal is not to launch a flawless product from day one. Instead, the strategy is to release a solid, valuable minimum viable product and then iterate relentlessly with the market. As Edward advises, “perfection comes later iteration by iteration i think it’s less scary that way.” In this model, the community of users becomes a collaborative partner in the design process, their feedback shaping the product’s evolution.

Beyond the Product: Why Sustainable Innovation Lives in Ecosystems

In today’s hyper-competitive market, a single breakthrough product is no longer enough to guarantee long-term success. A brilliant feature can be copied, a clever design can be replicated. True, durable advantage, as Edward argues, comes from building a comprehensive ecosystem around the product. This system of interconnected value is far more difficult for competitors to duplicate. For a company like Insta360, this means the camera itself is just the beginning. The real strength lies in the surrounding ecosystem: the intuitive editing software that simplifies complex workflows, the active user communities that provide support and inspiration, the extensive library of tutorials that flatten the learning curve, and the wide array of accessories that expand the product’s capabilities. This holistic approach creates a sticky, high-friction-to-exit experience that compounds the product’s value over time, turning customers into loyal advocates.

This powerful principle of ecosystem thinking is not just for large corporations; it is equally critical for individual creators striving to build a sustainable career. A viral video or a popular design is fleeting, easily lost in the endless stream of digital content. A career built on an ecosystem, however, is enduring. Edward advises creators to think beyond the next piece of content and instead focus on building systems around their work. This could manifest as developing mentorship programs to nurture emerging talent, creating collaborative workflows with other artists to cross-pollinate audiences, or productizing their expertise through workshops and digital assets. By building a network of value around their core creative output, they transform their work from a series of replaceable artifacts into a resilient, interconnected enterprise that can withstand the unpredictable shifts of trends and algorithms.

From Follower to Leader: A Practical Guide to Making the Leap

The transition from a follower to an innovator can feel like a terrifying leap into the abyss, especially when a proven formula is already paying the bills. The fear of abandoning what works is a powerful deterrent. However, Edward’s advice demystifies this process, transforming the reckless gamble into a series of calculated, manageable steps. The core principle is to de-risk innovation by starting small. Instead of betting the entire farm on an unproven idea, he advocates for experimenting on the periphery with “low-stakes side projects.” This approach allows a creator or a company to explore new technologies, test radical ideas, and build new skills without jeopardizing their main source of income or alienating their core audience. As he simply states, “start small always start small.” It’s a strategy of quiet evolution, building the future in the background while continuing to deliver consistency in the foreground.

To guide this process, Edward offers a practical three-part test to determine if an innovative idea is worth pursuing. First, can the concept be explained in a single, simple sentence? This is a test of clarity and focus, ensuring the idea isn’t convoluted. Second, does it create a unique experience that nothing else currently offers? This validates its potential for true market differentiation. And third, does it address common user complaints? This is the most crucial test, as it confirms that the innovation is solving a real, pre-existing problem, signaling a clear and unmet demand. By using this framework, innovation shifts from being a blind bet to a strategic, evidence-based pursuit. It encourages prototyping, running small user tests, and co-creating with the community, allowing the audience to help guide the direction of progress and ensuring that when you do finally push the boundaries, you bring them along with you.

To hear more about Edward’s work and his systematic approach to creativity, you can follow him at “designer mr mao” on red note and tiktok, or go check out how Insta360 is revolutionizing how we capture our world. Be sure to tune in to Design Mindset next Friday for another look into the minds shaping our creative world.

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This $149 gadget is a ‘Swiss Army Knife’ for livestreamers, gamers, and designers

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The Live S arrives as Loupedeck’s first product since its acquisition by Logitech. Designed to be the smallest of the company’s streaming consoles, the Loupedeck Live S is an affordable gadget for the on-the-go livestreamer or someone looking to dip their toe into streaming, content creation, or design. With 15 haptic display buttons, 4 RGB buttons, 2 rotary knobs, and a rather affordable $149 price tag, the customizable control center is perfect for multitaskers looking to boost their productivity, or streamers/podcasters who want everything right at their fingertips.

Designer: Loupedeck

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At its core, the Loupedeck Live S is a streamlined version of its predecessors, featuring two tactile analog knobs, four physical buttons, and 15 touch-sensitive LCD squares. These elements provide a tactile and responsive experience, allowing users to adjust settings like volume, switch scenes, and toggle functions with ease and precision. The touch-sensitive buttons, although lacking physical feedback, confirm every touch with haptic feedback, enhancing the user experience.

The device, slightly larger than a typical cellphone, is compact enough to fit comfortably on any desk. Its stand, snapping securely onto the back, props it up at a convenient angle for easy access. Buttons with individual displays dynamically light up to let you know which shortcut or application they’re assigned to. The display built into each button means easily being able to switch between applications, shortcuts, and environments and having the Loupedeck adapt to the moment.

Setting up the Live S is straightforward: plug in, install the software, and you’re ready to dive into its functionalities. The graphical user interface is simple yet powerful, allowing easy drag-and-drop customization. Users can set multiple profiles and workspaces, and the device seamlessly transitions between these based on the selected application. The Loupedeck Live S supports a plethora of native plugins for popular software like OBS, Twitch, Spotify, and a range of Adobe products. Beyond these, users can also create or import custom profiles and icons for virtually any application or game, making it a highly adaptable tool for a variety of tasks.

While its primary market is streamers and content creators, the Loupedeck Live S has proven its worth in other domains. It’s been lauded for its usefulness in enhancing productivity, especially in work-from-home setups, offering quick access to frequently used functions and applications. This versatility extends to gaming and other entertainment applications, with users able to tailor the device to their specific needs.

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