Jingjin Liu
GEMBA'19
Chinese
My journey has always been about challenging the status quo, particularly in spaces that weren't designed for someone like me. I started out in the male-dominated automotive industry in Germany, where became the only Asian woman in a senior leadership role. There were times I felt invisible, undermined, or tokenised.
But I didn’t just survive—I used those moments to stand out, speak up, and show that bringing in difference benefits the business.
Fast-forward to today: I’m the founder of ZaZaZu, a company that helps women in Asia understand their sexual health and pleasure, and a leading force behind ELEVATE, a group of companies united by the singular vision of promoting social justice and inclusion for women across Asia. These ventures reflect my belief that true change can only happen when women’s voices are not just heard but given the platform to lead.
I have seen first-hand the challenges women face, but more importantly, the untapped potential we have when we are given the tools, the support, and the environment to thrive.
On a personal note, I’m a proud mother of two and partner, balancing a life that’s both demanding and fulfilling.
My professional and personal experiences are deeply interconnected. My advocacy for women’s leadership is rooted in everything I’ve experienced—fighting against the odds, breaking barriers, and always choosing to stand up when others would rather stay silent.
Real change comes from refusing to play by the rules set by others. It’s about defining success on your own terms and lifting others as you rise.
What role do senior leaders play in fostering an inclusive environment that empowers women?
Senior leaders must be more than just “inclusive” on paper; they need to be the disruptors who actively challenge the status quo.
Leaders must be willing to unsettle the systems that have gotten them to where they are.
This means acknowledging the uncomfortable truths: that power has historically been exclusive, and that gender inequality isn’t an accident, it’s a system. It’s about making bold moves, questioning policies that silence women, and redefining leadership in ways that allow women to lead without compromising who they are. Leaders who genuinely want to create change need to acknowledge that being “inclusive” is a process, not a checkbox—and the real change is in the discomfort, not the comfort zone.
How have you used your influence to support other women in achieving more in their career?
The truth is, it’s not just about advice or mentoring, but about actively making space for them. I’ve seen it time and time again—especially in corporate environments—how women at the top can feel threatened by the idea of other women rising. The truth is, women need to stop seeing each other as competition. That scarcity mindset—that fear that if someone else is elevated, there’s less room for you—is exactly what keeps women from reaching their full potential.
So, my approach has always been to push women into spaces where they have the freedom to make mistakes, to fail, and to succeed without fear of judgment.
I’ve never believed that there’s a limit to the number of women who can lead. The more women there are at the top, the more we shift the narrative about what leadership looks like. It’s about being unapologetically ambitious in how we support one another, not playing small to fit the mould.
What tangible steps can organisations take to create a culture of equality at the leadership level?
Decision-makers need to genuinely believe that bringing more women into leadership is not just a “nice-to-have” but an imperative for the success of the business. This isn’t a diversity initiative—it’s a business strategy.
Equality isn’t about ticking boxes for PR—it’s about recognising that when women are given the resources, opportunities, and platforms to thrive, the entire organisation benefits.
If you’re still having the conversation about whether it’s worth bringing more women into leadership, you’re already behind. True leaders need to be proactive about this—finding and empowering women, dismantling biases, and committing to equity in every decision. Anything less is a failure to realise that the status quo isn’t sustainable.
What advice would you give to those looking to champion women’s leadership in their organisations?
To those who say they want to champion women’s leadership: I’d challenge you to ask yourself how far you’re willing to go. Are you ready to disrupt your own privileges and biases? Are you willing to lose your comfort zone?
Because true change doesn’t come from giving a woman a seat at the table—it comes from changing the table itself.
You need to be ready to champion women not just by offering mentorship or leadership programs, but by making real structural changes. Advocate for policy shifts. Advocate for representation in decision-making bodies. The conversation around women in leadership needs to move beyond being nice or inclusive—it needs to be radical.
More information about the programme Jingjin attended:
The INSEAD Global Executive MBA (GEMBA) offers experienced executives an intensive 14 to 20-month fast-track to the top via one of the world’s most prestigious and multicultural business schools, while making an immediate impact in your organisation.
Programme benefits
Stay inspired
