Village CEO Li Jing (right) stamps the local check-in seal on postcards (HOU YUFENG)

To advance rural revitalisation, Nujiang Lisu Autonomous Prefecture has, in recent years, introduced the “village CEO” model as part of its efforts to integrate agriculture, culture, and tourism. This model has emerged as a key strategy for addressing the shortage of rural talent and stimulating regional development. 

Nujiang, like many historically impoverished regions, once faced significant development challenges. However, the region also boasts unique advantages, namely their distinct ecological and cultural resources. 

In the spring of 2021, aiming to effectively promote rural revitalisation, the Nujiang prefectural government partnered with China Agricultural University to conduct a pilot project focused on integrating agriculture, culture, and tourism at the village level. This project was implemented in Gutanhe Village, situated at the foot of the Gaoligong Mountains.  

A cultural and tourism cooperative was established, and the concept of a village CEO was developed to serve as the operational core, responsible for integrating village resources and spearheading the coordinated development of the agricultural, cultural, and tourism sectors. After more than a year of operation, the project yielded promising results, prompting its rapid replication across 20 villages within the Nujiang River basin. 

What is a village CEO? 

A village CEO is also known as an agricultural manager. In the past, rural development projects were often government-led and enterprise-executed, with limited villager participation. The pilot project integrated three groups within Gutanhe Village to establish a specialised rural cultural and tourism cooperative. Elected members of the cooperative council could participate in discussions and decision-making regarding village development alongside government officials and experts. This fostered active participation from a wider range of villagers in various construction projects, enhancing rural governance capacity and a sense of collective engagement. However, when exploring the operational aspects of the cultural and tourism industries post-construction, the questions of “who” and “how” to manage operations sparked debate. Due to Gutanhe’s remote location and the small scale of its rural tourism industry, attracting a professional management team proved difficult. Ultimately, the cooperative selected a relatively well-educated villager from the council to oversee operations. This individual, Nujiang’s first village CEO, provided a new paradigm for rural cultural and tourism industry operations by integrating resources and innovating business models. 

Unlike technical experts in traditional agricultural production, village CEOs prioritise management and operational skills. Whether cultivated locally or recruited externally, the core concept is to train specialised rural managers who can integrate modern management principles with local realities, promoting the diversification and sustainable development of the rural economy. A crucial responsibility of the village CEOs is to engage villagers in rural development, gradually transforming them from solely agricultural producers into co-builders and partners in economic development. This significantly enhances villagers’ sense of participation, belonging, and achievement, thereby improving the effectiveness of rural revitalisation efforts. 

Multiple challenges 

The village CEO model faces three key challenges. First, the scarcity of local talent makes CEO selection difficult. This scarcity has led to village officials concurrently serving as village CEOs in some areas. Therefore, through the China Agricultural University-Tencent for Villages Village CEO Training Programme, a systematic training mechanism has been established, incorporating expert training, field trips, and peer-to-peer exchanges.  

Another challenge is the limited market access capabilities of village CEOs. Compared to established operational teams, a lack of market resources is a weakness of locally sourced talent. Village CEOs must consider not only how to attract urban consumers to the village but also how to market local agricultural products and processed goods. The rapid development of modern social media technologies presents opportunities for these CEOs to expand their market reach. Having accounts on WeChat and Douyin has become essential for them. 

The third challenge lies in performance. The effectiveness of village CEOs in the rural cultural and tourism industry hinges on government approval and villagers’ trust. Government support, CEO salary stability, and incentive mechanisms need further refinement to ensure that village CEOs can dedicate themselves to rural operations. 

Global implications 

The village CEO model holds valuable lessons for many developing countries, particularly those in Africa. African nations face similar challenges to Nujiang: reliance on a single agricultural sector, weak rural governance, and insufficient development momentum. The Nujiang experience demonstrates that rural revitalisation should start with local talent, leveraging empowerment mechanisms to stimulate endogenous rural development forces. 

The model is flexible and replicable, adaptable to different national contexts. For example, in African regions with abundant agricultural resources but weak management, village CEOs could lead communities in developing high-yield corn cultivation, soybean processing, and other industries. 

Furthermore, the village CEO model promotes not only industrial upgrading but also a transformation of social governance structures. They organise villagers to participate in decision-making and operations, facilitating a fundamental shift from aid-based growth to sustainable development in villages. This holds significant relevance for vast regions of Africa that traditionally rely on external aid for rural development. 

In conclusion, the village CEO model is an innovative approach centred on local talent and integrating modern management principles. It not only addresses the talent bottleneck in rural development but also provides a practical and effective model for rural revitalisation in developing countries. Originating in Nujiang, it has the potential to reach a much wider global stage.  

Hou Yufeng, Associate Professor, College of Humanities and Development Studies, China Agricultural University 

Li Xiaoyun, Honorary Dean, College of International Development and Global Agriculture, China Agricultural University