Oceanpayment杨新芳入选《财富》2026中国最具影响力的商界女性榜单

This article covers the release of Fortune’s 2026 Most Powerful Women in China list, distilling key takeaways and practical insights for career and business development.

1. Core list updates: Now in its 17th year, the ranking features two tiers: the main list, which highlights established women leaders across sectors including Meng Wanzhou of Huawei, Dong Mingzhu of Gree, and Pansy Ho of Shun Tak Holdings; and the Future List, which recognizes emerging female leaders driving impact in technology innovation, industrial development, and global market expansion. Yang Xinfang, co-founder and CEO of global digital payment service provider Oceanpayment, is among this year’s Future List honorees.

2. Actionable development philosophy: The 2026 list is themed “Decision-Making in the Efficiency Era,” underscoring that as technology iteration accelerates and business reach becomes faster, leaders must prioritize judgment around long-term investment. For both enterprise operations and individual career growth, the core principle is to build durable capabilities anchored in real market demand, rather than chasing short-term fads, to ensure growth is built on a reliable foundation.

This article outlines emerging trends in the global operations of Chinese enterprises, along with key operational pillars brands should prioritize as they expand into international markets.

1. Chinese brands are shifting from broad market entry to deep, localized global engagement. Going global no longer means simply exporting products to overseas markets; it requires building fully functional, sustainable local operating capabilities. As the core link in the transaction loop, payments are a critical component of this global operational infrastructure.

2. Payment needs vary significantly across markets. When expanding overseas, brands must both align with local consumer transaction habits and build payment support systems that cover risk management, efficient capital flow, and cross-regional coordination in advance. Brands should prioritize payment partners with proven long-term service capabilities that can scale alongside their business expansion, to ensure operational stability across diverse markets.

3. AI is reshaping business interactions and transaction models. As brands build global presence, they must also address trust-building and risk prevention under new transaction formats, capturing the efficiency gains of technology while shoring up fundamental operational safeguards.

This article highlights service upgrade trends in cross-border operations, as well as growth opportunities and operational considerations for sellers pursuing global expansion.

1. The global cross-border market remains a key growth channel for sellers, but competition in overseas markets has evolved from pure product sales and traffic acquisition to long-term localized operational capability. When expanding internationally, sellers should not focus solely on short-term traffic plays; instead, they need to build localized transaction support, risk control, and capital flow systems in advance to lay a solid foundation for long-term operations.

2. Payments are a core pillar of cross-border operations. When selecting payment service providers, sellers should prioritize partners with years of global service experience that can scale their offerings in lockstep with the seller’s business growth. These providers can adapt to local transaction habits across markets, address cross-regional capital coordination and risk prevention needs, and reduce potential operational risks.

3. AI-driven new transaction formats are emerging. Sellers can proactively identify efficiency opportunities in these new transaction scenarios, while paying close attention to issues around transaction authorization, trust building, and risk control to avoid unnecessary operational losses from new technology adoption.

This article outlines global expansion trends across China’s industrial sector, providing clear guidance for manufacturers looking to develop cross-border business and advance digital transformation.

1. Chinese enterprise globalization has entered a more mature, deep-water phase. Both brands and cross-border sellers require more stable, locally adapted end-to-end operational support when expanding globally. For manufacturers looking to grow cross-border B2B or B2C business, a shallow focus on supplying or selling goods is no longer sufficient; they need to build supporting service capabilities aligned with global operating scenarios to capture incremental opportunities in global service provision.

2. When pursuing digital transformation and expanding online cross-border business, manufacturers must prioritize building robust transaction support capabilities. This includes deploying payment channels adapted to local transaction habits across different markets, as well as establishing supporting arrangements for transaction risk management and cross-regional capital flow to ensure stable business operations.

3. Amid rapid technology iteration, manufacturers should avoid chasing short-term fads when making long-term business plans. Instead, they should build core capabilities anchored in real customer needs, while monitoring changes to transaction formats brought by technologies such as AI, and building relevant capabilities in advance to meet future market demand.

This article highlights development trends in the cross-border operation service sector and core customer pain points, providing reference for service providers to optimize their service direction and refine core capabilities.

1. Chinese enterprises are shifting from superficial market entry to deep localized global operations, so customer demand for services has evolved from point-in-time tool support to long-term, stable offerings that cover multiple scenarios and adapt to different market rules. In the payments sector, for example, core customer pain points span local transaction habit alignment, transaction risk control, efficient cross-regional capital flow, and cross-regional business coordination. Service providers need to build systematic service capabilities to match these evolving needs.

2. AI technology is changing how businesses interact and how transactions are initiated. While new transaction formats improve efficiency, they also create new industry challenges around transaction authorization, risk identification, and trust building. Service providers need to develop solutions for these emerging pain points in advance to capture future service market share.

3. When making business decisions, service providers should focus on long-term capability building rather than chasing short-term fads, ensuring their service capabilities keep pace with customers’ business development. Building a trusted service reputation is key to accumulating long-term industry influence.

This article outlines the core operational needs of merchants on global platforms, providing guidance for platforms to optimize global operations and improve their service ecosystems.

1. As platform merchants continue expanding into global markets, their demands on platforms have extended beyond simple traffic support and transaction matching to end-to-end operational assistance. Platforms need to improve supporting service systems to address merchants’ cross-border operational pain points: for example, integrating payment services adapted to local habits in different markets, and building support capabilities covering transaction risk prevention, cross-regional capital flow, and cross-regional business coordination, to lower barriers for merchants operating globally.

2. When onboarding service partners, platforms should prioritize collaborators with proven long-term global service capabilities and reliable, stable service delivery, to jointly build a dependable operating foundation for merchants. Unstable service provision can both harm merchant operations and erode platform reputation.

3. Platforms should closely monitor transaction format changes driven by technologies such as AI, and proactively develop transaction rules and risk prevention systems for new scenarios. They should capture efficiency gains from new technology while proactively mitigating issues around authorization, trust, and risk under new transaction formats to ensure the stable operation of the platform ecosystem.

Using the evaluation framework and selected honorees of Fortune’s 2026 Most Powerful Women in China list as a lens, this article presents the latest industry trends in Chinese enterprise globalization and identifies new research agendas worthy of in-depth exploration.

1. Chinese companies’ connection to global markets has entered a phase of deep operational integration. Unlike the early model of product export, current global expansion requires building localized, sustainable operational capabilities, a trend that is driving growth in the global digital service sector. Digital payment providers such as Oceanpayment, which built out a service system aligned with global operating scenarios—covering local transaction habit adaptation, risk control, capital flow, and cross-regional coordination—over 12 years of long-term investment, represent a representative business model serving Chinese companies going global, with high research value.

2. As industrial development enters an era of efficiency, technologies such as AI have drastically improved the efficiency of market reach and business processing for enterprises, but also set higher requirements for long-term decision-making capabilities. Issues arising from technology implementation, including authorization for new transaction formats, cross-scenario trust building, and new-type risk prevention, are emerging industry topics that warrant ongoing tracking.

3. The influence of women business leaders is growing in emerging sectors such as technology innovation and global services. The role of their long-term decision-making logic in driving industrial development is also a new observation direction for business leadership research.