China and Latin America: Opportunities for growth and collaboration

The relationship between China and Latin America (LATAM) has evolved rapidly over the past two decades, shifting from a primarily trade- and resource-based dynamic to one increasingly defined by technology, investment and innovation. As China seeks to diversify its global partnerships and expand its technological influence, Latin America has emerged as a key strategic partner, offering both a growing consumer market and vital resources. At the same time, Latin American countries are looking to Chinese expertise in areas such as digital infrastructure, AI, e-commerce and green energy to modernize their economies. This deepening engagement is creating new opportunities for collaboration, with Chinese companies investing in everything from fintech startups and cloud services to smart cities and EV manufacturing across the region.

In this interview, Alessandra Fu discusses the need for Latin American countries to be proactive in their relationship with China, the benefits of China’s deep technological expertise, and the areas in which Chinese firms can benefit from greater co-creation with their Latin American counterparts.

Q. How do you see China’s evolving role in shaping digital transformation strategies in Latin America?

A. China has become a reference point for digital transformation in Latin America, not only because of its massive infrastructure investments but also due to the scale and strategic coherence of its digital evolution. What’s particularly compelling is China’s long-term planning combined with short-term execution. This approach has enabled them to leap from a manufacturing-heavy economy into a high-tech powerhouse.

Chinese success has been built on state-backed ecosystems where the government acts as a partner to private enterprise. This model has created the conditions for rapid innovation, especially in sectors like AI, logistics and digital services. In Latin America, we are starting to see leaders and delegations travel to China to understand this transformation firsthand. But it’s not just about replicating Chinese models—it’s about understanding China as a complex ecosystem and learning how to adapt that thinking locally.

Q. What lessons can Latin American businesses learn from China’s approach to platform-based ecosystems, such as those developed by Alibaba, Tencent and ByteDance? And how might these lessons be adapted to the local infrastructure, consumer behavior and regulatory environment?

A. China teaches us about orchestration at scale. Their platforms—particularly those termed as “super apps”—offer seamless integration of e-commerce, logistics, payments, content and more. In contrast, Latin American companies often remain siloed, which limits their ability to create real value chains.

Adapting these models locally, however, comes with challenges. Differences in infrastructure readiness, trust in digital systems and regulatory environments can slow progress. In China, users might only need 5 to 10 apps to access all their digital needs. In Latin America, a typical phone might have over 100 apps for the same range of services. We need to think not just about technology, but also about how we orchestrate digital ecosystems that make life easier for users while aligning with our local realities.

Q. How do Latin American firms engage with Chinese companies operating in the region, and what distinguishes their digital maturity or business models from local or US/European counterparts? What cultural or operational adjustments have been most successful in enabling those partnerships?

A. Successful partnerships tend to emerge when companies truly integrate cultural understanding into their operations. For example, Chinese firms like Midea have localized their management and supply chains in Brazil rather than simply transplanting their Chinese model. The same goes for Latin American firms entering China—they’re learning to adapt to the governance structures, decision-making pace and customer expectations there.

Chinese firms often scale first and optimize later. That speed and flexibility are a distinct mindset. Another key difference is their leapfrogging of technological phases. Many consumers went from no digital access directly to mobile-first experiences, bypassing desktops entirely. Understanding these patterns is essential when designing localized strategies. Bridging these cultural and operational gaps—with empathy and mutual respect—is what makes these cross-border partnerships work.

Q. In what ways has China’s emphasis on AI, automation and cloud services influenced business innovation strategies or product positioning in Latin America? Are there specific sectors or use cases where this influence has been most visible or impactful?

A. AI is already reshaping Latin American industries, and much of that influence is coming through Chinese firms. TikTok, for instance, has revolutionized content consumption, particularly for younger generations. BYD is bringing AI-powered electric vehicles into LATAM cities, forcing municipalities to rethink urban infrastructure.

What makes China stand out in AI is that they don’t treat it as an isolated tool—they embed it across entire value chains. I visited State Grid in China, and their AI lab was using data-driven tools to manage national power supplies, reducing maintenance cycles from weeks to mere hours. That kind of impact and its reliability, efficiency and scale are what Latin America can learn from. We’re starting to see similar thinking take root here, especially as we move from basic infrastructure toward smart cities and autonomous systems.

Q. Chinese tech companies have become increasingly active in emerging markets. How should Latin American companies view this presence—as competitive, collaborative, or both? How can Latin American firms position themselves strategically within this dynamic?

A. It’s both—competitive and collaborative. In sectors like fintech and e-commerce, competition is inevitable. But in areas like green energy, infrastructure and connectivity, collaboration can offer enormous benefits.

Rather than seeing Chinese companies purely as rivals, Latin American firms should position themselves as co-creators. Chinese companies often want to scale quickly but lack local cultural or regulatory knowledge. By forming strategic partnerships that blend Chinese scale with Latin American insight, we can build hybrid models that are globally scalable and locally rooted.

Q. What role can Latin America play not just as a market, but as a co-creator of technology and innovation in partnership with China?

A. Latin America has much to offer as a technology partner. Our strength in agritech and sustainable agriculture, for example, can provide lessons for China as it faces climate challenges and food security concerns. We also excel in creative industries—our storytelling, audiovisual production and cultural exports have global resonance and can enrich Chinese platforms focused on commerce.

Additionally, Latin America’s decentralized finance models—like Nubank or Mercado Pago—are serving underbanked populations in ways China can learn from. And in clean energy, we’re developing value chains around carbon credits and biodiversity that could complement China’s green ambitions.

Ultimately, China and Latin America each bring strengths. China offers scale, infrastructure and deep tech knowledge. Latin America brings creativity, adaptability and sustainability. When we collaborate intentionally, the result can be far greater than what either region could achieve alone.

Q. How are Latin American regulators and policymakers responding to the influx of Chinese capital and digital infrastructure investments, especially in sectors like fintech and cloud? And what governance or data sovereignty concerns have emerged in this context?

A. Regulatory responses vary widely across Latin America. Countries like Brazil and Mexico each have their own complex systems, making it hard to generalize. One of the biggest concerns is overregulation, which can slow innovation and deter startups. On the other hand, fragmented or inconsistent regulation—across countries or even within states—raises compliance costs and legal risks, especially for Chinese firms unfamiliar with the local terrain.

Data sovereignty is also becoming a major issue. Chinese firms are often used to centralized regulation, while Latin America deals with more fragmented and politically diverse systems. Bridging these gaps requires building trust, investing in local expertise and partnering with organizations that specialize in navigating this complexity.

Q. How do you see the presence of Chinese companies in Latin America evolving over the next five to ten years?

A. Looking ahead, I see the China–Latin America relationship becoming deeper and more collaborative. But it must be built on intention, not just allowing Chinese firms to operate here, but defining what kind of investment we want. That means investing not only in jobs but also in education, innovation and sustainable development.

As China looks for new markets beyond its borders, Latin America stands to benefit—but only if we’re proactive. We should aim not just to host Chinese companies but to grow with them, learning from their development path while staying true to our own priorities. If we can build bridges—not just transactions—we’ll be positioned to shape the future together.