Personnel Observation | A Decade of Talent Cultivation, the Relay Moment for Yingweida

Foreword

In November 2025, Chen Xi officially took over as Business Director of Yingweida's Planting Division. Thirteen years ago, she...Product SpecialistHe joined the company as an individual and subsequently gained experience in various positions at Novbio, including digital business and marketing director, until he led ABT China to become the world's number one business. This business leader, with a background in dentistry, has undergone a meticulously planned journey of "talent development."

“We spend ten years developing a leader, allowing her to gain experience in different business lines and functions.” This statement by Xu Yan, COO & CFO of Yingweida, reveals a deeper truth:Chen Xi's growth was not only due to meeting a mentor, but also because he was in a system that "creates mentors and nurtures talented individuals".

The beauty of a good system lies not in the ingenuity of a particular part, but in the overall synergy and emergence.Yingweida has been certified as a "Top Employer in China" for four consecutive years, which is a strong testament to the maturity of its system. When talent development evolves from "accidental insight" to "inevitable system incubation", the organization gains resilience to weather cycles.

So, how exactly does this "talent scout system," which ensures that "talented individuals are always found," operate stably? At the invitation of [Good Teeth], Ms. Xu Yan, COO & CFO of Invesco, Mr. Xu Bangda (former) General Manager of Invesco's Implant and Professional Consumables Division, Ms. Chen Xi, Business Director of Invesco's Implant Division, and Ms. Wang Yi, Business Director of Invesco's Professional Consumables Division, will join us in dissecting the underlying logic of this "ten-year talent development" system.

*The Yingweida team was interviewed by "Good Teeth".

Thirteen years of training, to succeed Novak

Chen Xi's 13 years can be described as an experiment in "creating leaders"—each job change was an accumulation of energy for the next challenge.

In 2012, she...SybronEndo (later merged with Kerr to form KerrEndo, now simply referred to as Kerr) Product SpecialistShe joined Yingweida (formerly KaVo Group) with a background in oral medicine and had previously worked as a lecturer at a university, giving her a natural keen sense of clinical needs.When sales representatives relay customer needs, I can instantly tell whether it's a genuine pain point or a false need, because I know the real difficulties doctors face in the consultation room.This ability became the cornerstone of all her subsequent breakthroughs.

Chen Xi, Business Director of Yingweida Planting Division

From Kerr to Novusco, Chen Xi accumulated market understanding across different product lines. Her real breakthrough came after she became Novusco's Marketing Director. She and her team redefined the target audience for a product, expanding it from 10% of high-end patients to 35% of the mid-to-high-end market—leading to a sevenfold increase in sales of this single product. Xu Bangda commented that this was a crucial leap for her from "making products" to "building a brand":It's not just about the product itself, but about figuring out how many people it can solve problems for.

This business acumen is fully reflected in the "Little Red Union" digital implantation solution she spearheaded. "Every detail is precisely targeted at the pain points of doctors' operations," Xu Bangda said.This isn't something you could come up with sitting in an office—it's something someone with clinical knowledge would do.The combination of clinical background and business acumen allowed Chen Xi to find a unique angle for product innovation.

Her execution ability was once again proven during the 2020 pandemic crisis. Late at night on the third day of the Lunar New Year, Xu Bangda called: "What can we do for the market?" 48 hours later, the industry's first online training course was launched, and other companies did not react until a month later.While others are still observing, the pioneers have already established a cognitive advantage.

*Ms. Chen Xi at work

But the real test was yet to come. In his role as Marketing Director at Novus, Chen Xi constantly pondered the differences between marketing and sales. "I wanted to truly understand how business is built.""This idea was quickly put into practice—the company's management decided to appoint Chen Xi as the business head of the ABT division." ABT is her..."The last piece of the puzzle," Xu Yan said.Building a team from scratch and carving out a path in a highly competitive market with a completely new brand—this was a comprehensive test of her abilities.

From 2021 to 2025, with the implementation of centralized procurement for dental implants and a major reshuffling of the industry, ABT has bucked the trend and become one of the fastest-growing markets globally. Xu Bangda observed one of her key characteristics:She breaks down the strategy into specific actions, making sure everyone knows what they are supposed to do.A strategy only has value when it is implemented.

Xu Bangda's assessment was even more direct: "In the four years of ABT, Chen Xi made up for the last shortcoming."More importantly, she understood the fundamental difference between Novotec and ABT—one is a high-end brand, the other focuses on cost-effectiveness; their strategies are completely different. This kind of understanding is true maturity.From operating a single brand to operating multiple brands, and from an executor to a strategic decision-maker, Chen Xi has made a qualitative leap.

13 years,From product specialist to digital business leader, from marketing director to business head—Chen Xi has completed all the stages of the "talent development" system.And what made all of this possible was not...It's not luck, but a sophisticatedly functioning mechanism.

How does the "Bole System" cultivate talented individuals?

So, this set of equipment allowed Chen Xi to...Product specialist growthWhat mechanisms constitute the business director system?

The answer lies in the DNA of its parent company, Danaher. After becoming an independent company and going public in 2019,This system has been upgraded to the "Evista Business System" (EBS). With its mature talent development mechanism, Evista has been certified as a "Top Employer in China" for four consecutive years.The three core mechanisms work together to support the entire system:

*Invictus 2024 Sustainability Report: Developing talent through the EBS system

Succession planning: Laying the groundwork for the future five years in advance

“We start training successors three to five years in advance,” Xu Yan said. “For each key position, there are at least two candidates being trained.”This is not about creating competition, but about building resilience for the organization.

In 2019, when Xu Bangda noticed Chen Xi, he saw not only his current abilities but also the potential for him to become the business director of the planting division five years later. The core of the succession plan is "job rotation"—from Kerr to Novus Technology, from digital business to marketing director, and then to ABT business head, each of Chen Xi's job changes is part of a capability puzzle.

"The value of job rotation lies in allowing people to understand the full picture of the business,"Chen Xi said, "When you're only in the marketing department, you might complain that the sales team isn't executing well enough. But when you've actually managed a sales team, you'll understand the pressure and difficulties they face."This kind of empathy makes you a more mature manager.From the local to the global, from function to system, this is the inevitable path for leadership development.

High-potential talent program: Forging leadership through real challenges

Invictus selects 30-40 high-potential employees globally each year.The High Potential Talent Development Program is not about gilding one's resume, but about real-world training.Xu Yan said. Chen Xi taking over the ABT business is a typical example of such a project—building a brand-new team, formulating growth strategies, and taking on performance pressure.

Towering trees cannot grow in a greenhouse.Only under real market pressure can a person's judgment, decision-making ability, and resilience be truly tested. This experience of navigating uncertainty is something no training course can replace.

*Xu Yan, COO & CFO of Yingweida

Continuous improvement of culture: Maintaining the ability to evolve through iteration

At Invictus, there are no "perfect solutions," only "constantly optimized solutions." "We encourage teams to launch quickly and then iterate rapidly based on feedback," Xu Yan said.In a rapidly changing market environment, this ability to evolve is often more valuable than "doing it right the first time".

The three mechanisms form a complete closed loop: the succession plan provides a long-term perspective, the high-potential talent development program creates practical opportunities, and the continuous improvement culture maintains the ability to evolve.Transform talent cultivation from a matter of chance into a necessity, and from individual wisdom into organizational capability.

The value of this system has already been proven by several leaders. Wang Yi, Business Director of the Professional Consumables Division at Invensys, also experienced a job rotation—from Novotec's marketing department to being responsible for Kerr repair business.Job rotation allowed me to understand the logic of different business lines,”Wang Yi said, "This experience across business lines makes me more systematic when thinking about problems and gives me a more holistic view when coordinating resources."

Xu Bangda is a practitioner of this system. "I have a habit of discovering talent like mining for gold," he said.Many talented individuals already exist within the company, but their potential remains undiscovered. True talent development involves identifying the existing potential within the company.He believes this is also the core of Yingweida's "Talent Scout System"—Seek within, not without.

From Chen Xi to Wang Yi, from Xu Bangda to the next generation of leaders, the operation of this system reveals a profound shift: "Traditional talent cultivation relies on the discerning eye of a manager," Xu Yan said.But true talent scouts are rare. What we need to do is transform our ability to 'identify, utilize, and cultivate talent' into organizational capabilities.This is a profound paradigm shift—from relying on heroes to relying on systems.

Talent development requires excellent mentors, suitable opportunities, and a suitable environment. But Yingweida believes that…Instead of hoping for a stroke of luck, it's better to create a guaranteed path to growth through a system. "Individual effort is fundamental, but the role of a system is to amplify the value of that effort,"Xu Yan emphasized that the significance of a system lies in ensuring that efforts are not wasted and potential is not buried.

The beauty of a system lies in the fact that each mechanism operates independently yet interconnected; each link may seem simple, but when combined, they can generate power far exceeding expectations.This is the charm of collaboration and the essence of systems thinking.

A good system has no ceiling.

The maturity of a system will ultimately be tested in the "flow of talent".

After joining Invictus in 2019, Xu Bangda led the team to achieve rapid growth. In July 2025, Invictus invested one billion yuan to build a new factory in Suzhou. Having completed this strategic layout, Xu Bangda has now chosen to move towards a broader stage.At Yingweida, the turnover of outstanding leaders is a testament to the maturity of the system."A good leader always wants to try new challenges," Xu Yan said. "This also proves that Yingweida is a platform capable of cultivating and exporting talent."

*Xu Bangda, former General Manager of the Plant and Professional Consumables Division, Yingweida

A mature system doesn't lock talent within the organization, but rather allows talent to grow and flourish here, and then has the ability to pursue their dreams on a larger stage.Just like the ancient poem, "The horse's hooves are fragrant with flowers as it returns home"—truly excellent organizations cultivate talents who, no matter where they go, will carry the values, methodologies, and cultural genes of that place with them.

And Chen Xi, who took over, is yet another testament to the capabilities of this system. "Chen Xi is very familiar with the businesses of Novotec and ABT. More importantly, she understands the different positioning of these two brands and knows where their respective core competencies lie," Xu Bangda said, expressing his confidence in this succession.From marketing director to head of ABT, every rotation and every challenge she experienced was preparation for this relay.This is not a coincidence, but an inevitable consequence of the system.

Chen Xi's management style is a natural continuation of this system. "I don't like command-style management; I prefer an inspirational approach," Chen Xi said.I don't want to be the ceiling for the team.I would much rather hear different voices, and encourage everyone to express their opinions.A good leader doesn't provide all the answers, but rather inspires the team to find them.Those who dare to think and express themselves are the successors of the future.

Looking back on her four years at ABT, Chen Xi is most grateful for Xu Bangda's strategic guidance. "Mr. Xu rarely interfered with the details of the business, but he always required us not to just look at the present, but to think about the business layout for the next 3 to 4 years," Chen Xi said. "Sometimes when the performance was good, he would remind me: Can the current good performance continue? If the market changes in the future, have you made preparations in advance?"

True leadership succession is not about handing over a ready-made set of methods, but about passing on a way of thinking.Today, she continues this methodology with her new team. Within the ABT business, she has established a comprehensive sales team development system. Many of the sales managers she mentored have now become regional heads.

*CIRCLeUp Engagement Strategy: Building a Culture of Engagement Through Leadership Behavior and Employee Well-being

From being nurtured to nurturing others, Chen Xi has completed a full cycle.This cycle is not a linear transmission, but a spiral ascent—each generation of leaders not only inherits the wisdom of their predecessors in the process of growing up, but also injects their own understanding and innovation into practice.This ability to self-replicate and evolve is precisely what makes the system so captivating.

And this precisely confirms Xu Yan's statement:Our talent development program is not about cultivating 'one person,' but about cultivating 'a group of people.'

From "one person" to "a group of people," this is...The leap from heroism to systemism—When an organization has established a sufficient talent pipeline, it can easily handle changes in any key positions. Within this system,Every person has value, and the value of an organization lies in enabling the full realization of each person's value.

Postscript

In an era fraught with uncertainty, a company's core competitiveness is no longer just about a star leader, but rather about the system that can continuously cultivate leaders.Technology is iterating, markets are changing, and products are upgrading—only the ability to cultivate talent is the key to navigating these cycles.A systematic talent pipeline allows an organization to remain adaptable even when the external environment changes rapidly.

Chen Xi's career trajectory is a vivid illustration of this system. From Marketing Director to Head of ABT, and now taking over both the Novotec and ABT business lines, every step she has taken validates this system.The biggest challenge in talent development is not discovering talent, but giving talent enough room to grow and opportunities to learn from mistakes.Xu Yan's words reveal the essence of organizational development—A true system doesn't select perfect people, but rather creates an environment that helps people become better.

*From left to right: Xu Yan, Chen Xi, Wang Yi, Xu Bangda

This kind of creation is built on a deeper foundation:I believe that a system can amplify personal value, that time can solidify true abilities, and that continuous growth can fully unleash everyone's potential.These three beliefs form the philosophical foundation of Yingweida's "Talent Scout System." It is this trust that allows Xu Bangda to let Chen Xi lead ABT independently; that allows Xu Yan to insist on "ten years to cultivate leaders" without being impatient for quick results; and that makes the entire organization believe that everyone deserves to be invested in and nurtured.

Yingweida has provided the most powerful response through its "ten-year talent development" practice:An organization's resilience is developed through its system.From Xu Bangda's strategic planning to Chen Xi's business breakthroughs, and then to the next generation of leaders poised to take the lead—this complete cycle confirms a simple truth:When an organization has a sufficient pool of talent, adjustments to any key position will not affect the overall operation.

Such an organization is essentially an open system.It is not afraid of talent mobility; on the contrary, it uses this mobility to verify and strengthen its talent development capabilities. It does not blindly believe in individual heroes, but rather in the power of the system to empower more people to become heroes. It is precisely this openness and inclusiveness that keeps everyone involved clear-headed and mutually supportive, and also allows the outside world to see:What kind of corporate culture can help a company achieve truly high-quality development?

Chen Xi's relay has just begun, but Yingweida's "Talent Scout System" has already completed its first full cycle.This cycle will continue to operate, endlessly, showcasing the most essential beauty of the system: maintaining stability in flow, achieving innovation in inheritance, and accumulating strength in openness.

In such a system, talented individuals are more likely to emerge.