How do expatriate managers normally rotate into the operations of a foreign country? How long do they typically stay in the country? What are the disadvantages?

2. How did Shane Tedjarati rotate into the operations of Honeywell China? How long did he stay? What were the advantages?
4. How would you summarize the strategy of Shane Tedjarati for immersing himself in the Chinese environment? What did he do that most foreign managers could not?
6. Should all multinational corporations try to employ someone like Shane Tedjarati in their foreign subsidiaries? Is it feasible? Is it always a good idea? Why or why not?

Article: https://www.wsj.com/articles/honeywells-formula-for-success-in-china-11634911201