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Graphite debacle stands as one of the attractive entries in China (Editorial Committee of Mineral Deposits of China, 1990). At the same time, this industry presents many challenges to managers as well as leaders. As a result, there is always need for the company to cope with boundary spanning, know large systems interactions and thinking for better future. Senge’s (2008, 2010) insights stand as major guidelines when it comes to enhancing new thinking and choices in the industry. Hence, when what, the management knows become less fulfilling to the desired need, going beyond the traditional boundary of knowledge is important(Ulhøi, Madsen & Kjær, 1999).

China Carbon Graphite Group, Inc. has remained a major player in China’s graphite extractive industry for over thirty years (Mertens, 2015). With a long period of operation, the company has immersed a lot of knowledge as well as resources in the extractive industry. This has made it to become the pioneer in manufacturing as well as distributing graphite products including bipolar plates, electrodes, and precision machined graphite components as well as graphene products in China through its subsidiary. China Carbon Graphite Group, Inc. has developed a broad client base globally, and its products are highly necessary for energy storage, steel, non-ferrous, semiconductor, metallurgy, PV, optical fiber as well as chemicals industries. China Carbon Graphite Group, Inc. Has been all focused on increasing its competitiveness to capture a global share of graphite as well as carbon industries by enhancing its management, research as well as development teams. It has also remained keen on enhancing its existing technology as well as production models by advancing in new technologies as well as manufacturing strategies.

Despite this succeeds, China Carbon Graphite Group, Inc. Leaders and managers must leverage collaboration across traditional boundaries to come up with a detailed view of multiple systems interactions and common view of desired better future. In this respect, China Carbon Graphite Group, Inc needs to develop special expertise in the nexus of sustainable development with extractive industries. The reason is that there is nowhere else where stakes are higher compared to extractive industries. In many cases, such enterprises can become a development springboard or a source social degradation, corruption as well as and environmental disturbance (Heizer & Render, 2013). Its leaders and managers must research on trends as well as good practices including working with governments, other companies, civil society, development partners as well as communities for purposes of developing and implementing strategies that ensure China and other community’s benefits.

Extractive industries always pose unique challenges to managers regarding sustainable development. This industry demands to make urgent solutions which in most cases difficult when compared to other sectors. Some of the challenges that the management and leadership must address to ensure collaboration with other actors include specific challenges such as asymmetry of knowledge as well as skills between government and other companies. They must also address the pervasive confidentiality extractive sector, the non-renewability of the resources, the traditional ‘enclave’ model of the sector, the risk of Dutch disease as well as the historical records of human rights and environmental shortfalls (Sanford, 2011). Leaders and managers can also leverage collaboration across traditional boundaries by maximizing on potential benefits for both parties. Extractive industries always have the potential transform their countries (Madu & Kuei, 2012). Therefore, China Carbon Graphite Group, Inc Leaders, and Managers can leverage collaboration by aligning its policies with that of the country, investor, regulatory and legal framework of collaboration, and other institutions to find mutually satisfactory outcomes.

Senge’s (2008, 2010) insights on what he calls new thinking and choices underscoring that the activities people learn by rote clearly do not work. Hence, people must collaborate with others to come up with new approaches. Through his touching presentation, Senge articulates three puzzles that demand systems thinking. He also discusses why it is so vital but seems difficult for people. This applies to China Carbon Graphite Group, Inc Leaders and managers who need to enhance their view and a way to solutions that enhance its sustainability. As leaders and managers, they are born with innate systems intelligence to come up with a better future (The United States, 1977).

The first part that leaders of this company have to leverage for collaboration is Interdependence. As leaders and managers of an extractive industry, they do not exist alone. They need to devise an environment of extraordinary interdependence. This is an important aspect of company sustainability management (United Nations Conference on Trade and Development, 2008).

The other area that China Carbon Graphite Group, Inc Leaders and managers need to leverage collaboration relates to addressing issues of Systems ignorance. The reason is that as leaders, they won’t fully understand the interdependencies of the industry they operate in. Therefore, collaborative addressing of ignorance on the extractive industry will help the company not to easily make choices that do not serve them well in the long-term (Brady & Palgrave Connect, 2005). Take for instance the effects of pollution effects of extractive industry where the environment can be polluted. China Carbon Graphite Group, Inc needs to collaborate with environmental conservatives for better sustainability of the environment. China Carbon Graphite Group, Inc needs to leverage collaboration for environmental stability while producing systemic outcomes that goes beyond their consistent produce. Extractive industry has many dynamics that are always delicate and needs great keenness (Hansen, & Brown, 2011). It cannot be disputed that the company loves systems intelligence, but the various can only be closed if the company management and leadership discover it. China Carbon Graphite Group, Inc Leaders and Managers have been trying to leverage collaboration across traditional boundaries by defining a comprehensive view of multiple systems interactions. This has been a plus for them.

In particular, China Carbon Graphite Group, Inc Leaders, and managers has always been negotiating support to resource rich, Low and Middle-Income Chinese society (Franks, 2015). China Carbon Graphite Group, Inc Leaders and Managers leadership have a series of meetings of negotiation support providers as a way of creating forums to address common challenges as well as opportunities to facilitate enhanced coordination among its stakeholders. The major aim of this collaboration has been to enhance the availability, accessibility as well as technical assistance and training quality for host stakeholders and partners at all stages of preparation, negotiation as well as the implementation of large-scale deals.

China Carbon Graphite Group, Inc Leaders and managers have leveraged collaboration across traditional boundaries through Carbon and Graphite Producers Discussion Group. China Carbon Graphite Group, Inc Leaders and Managers have knowledge partner to Carbon and Graphite Producers, co-organized and sponsored by Global Initiative as well as international Secretariat. Collaboration beyond traditional boundary aims at helping current and emerging graphite extractors to think critically about the various policy options in the initial and continuous phases of exploration and extraction or restructuring their platforms (Hamschmidt, 2007).

China Carbon Graphite Group, Inc Leaders and Managers need to also leverage collaboration across traditional boundaries by initiating comparative lessons for extractive industry Investments as well as Large Land-Based Industrial Investments. China Carbon Graphite Group, Inc Leaders and managers need to leverage stakeholders to explore efficient governance approaches for extractive industry investments as well as large land-based industrial investments. Particularly, leaders of this company need to learn from other external actors in the industry on why some good governance efforts can more advance in a specific sector and not in the other. The company leadership and management must also learn from other external actors in ways that can be done to advance governance in graphite extractive industry.

China Carbon Graphite Group, Inc Leaders and Managers must also be at the forefront in learning from International extractive Investment Conferences. In the current century, many companies are leveraging collaboration beyond their traditional boundaries through taking advantages of international conferences on the industry (Zhexembayeva, 2014). Since this is the best way to improve extractive systems, China Carbon Graphite Group, Inc Leaders and managers need to host and attend International Investment Conferences on graphite as well as related extractive industries. Such conferences bring together many stakeholders including governments, corporate executives, academics, investors as well as civil society for purposes of forward-looking policy discussions on critical issues for sustainable development (Cohen, 2011).

To conclude, China Carbon Graphite Group, Inc stands as a company that has enjoyed vast dominance is Chinese graphite industry. This company has been utilizing its expertise to make the company successes. At the same time, the company needs to continue leveraging collaboration beyond traditional boundaries for expertise, innovation, and sustainability (Sokka, & Valuation Tek nil linen tutkimuskeskus, 2011). Doing this increased efficiency, corporate social responsibility and abiding by national as well as international extractive industry regulation.

References

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Cohen, S. (2011). Sustainability Management: Lessons from and for New York City, America, and the planet. New York: Columbia University Press.

Editorial Committee of Mineral Deposits of China, (1990): Mineral deposits of China. Beijing: Geological public. House

Franks, D. M. (2015): Mountain Movers: Mining, Sustainability and the Agents of Change. Taylor and Francis

Hamschmidt, J. (2007). Case studies in sustainability management and strategy: The Oikos collection. Sheffield: Greenleaf.

Hansen, S. J., & Brown, J. W. (2011): Sustainability management handbook. Lilburn, GA: Fairmont Press.

Heizer, J. H., & Render, B. (2013): Operations management. Upper Saddle River, NJ [u.a.: Pearson.

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The United States. (1977): Federal Energy Regulatory Commission reports. Washington, D.C: Federal Energy Regulatory Commission.

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Sokka, L., & Valtion teknillinen tutkimuskeskus. (2011): Local systems, global impacts: Using life cycle assessment to analyze the potential and constraints of industrial symbioses. Espoo, Finland: VTT.

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