How to Collaborate Efficiently with Large Enterprises? Three Practical Tips from the Head of Innovation at Henkel

05/26/2026

This article is adapted from a panel at the Innovation China Conference Spring 2026 by Xiwen Qing, Startup Innovation APAC Lead at Henkel, a Fortune 500 company. Xiwen has spent years bridging the gap between Henkel's adhesive technology division and cutting edge startups. The goal of this piece is to offer startup founders and CEOs actionable, battle tested advice on how to approach multinational corporations (MNCs) and make collaborations genuinely effective.

The Reality: Why MNC Startup Collaboration Often Stalls

Xiwen begins by acknowledging the fundamental tension: MNCs are complex. Multiple stakeholders, each with their own priorities. Every “connecting dot,” from legal to marketing to R&D, requires significant time and trust building. Startups move fast. They need solid milestones and cash flow to keep going.

This mismatch is the root cause of most failed partnerships. But it's not insurmountable.

Three Strategies to Turn Friction into Growth

1. Choose the Right Sector: Follow Policy Backed, Tech Driven Industries

Not every field is suitable for MNC startup collaboration. The sweet spot is emerging industries backed by national policies (e.g., the strategic emerging industries promoted by China).

Why it works: Government funding and policy tailwinds reduce market education costs, allowing both sides to grow together in a high potential market.

2.Find the Right Internal Champion: The "Believer" at Mid Level

Startups often target only senior executives. Xiwen argues that the real key person is someone who sits at the middle execution level, has multiple internal connections, and genuinely believes in innovation. This person can push through internal barriers and keep projects alive.

If a startup keeps getting radio silence from an MNC, it's usually because that critical “internal connector” is missing.

3. Take the Lead – Don't Wait to Be Managed

Startup founders must play the dominant role from day one. Before you even talk to an MNC, map out the end picture. Do you want access to their sales channels? A direct investment? A joint R&D lab?

You can pursue multiple goals, but you must propose the collaboration model and control the communication rhythm. Otherwise, you will drown in the MNC's internal maze of stakeholders.

On the Ground: Build Systematic, Consistent Communication

Finally, a concrete operational tip: “Create a systematic and consistent communication mechanism. Proactively push every connecting dot – do not wait for the MNC to coordinate.” Regular updates, clear documentation, and persistent follow‑ups are what turn a good intention into a moving partnership.

Key Takeaways for Founders

Do：1.Target policy‑backed, high‑growth sectors 2.Find mid‑level believers inside the MNC 3.Define the collaboration model and end goal first 4.Establish a steady, proactive communication rhythm

Don‘t：1.Waste time on industries with no strategic tailwind 2.Only pitch to the C‑suite 3.Expect the MNC to figure it out for you 4.Wait for feedback that never comes

“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