New York City, New York Dec 25, 2025 (Issuewire.com) - Interview with New Angles US Group: Building a Replicable Global Training System, “New Angles,” Supporting Over 4,000 Listed Companies Worldwide
By Katy Rogers, U.S. Correspondent
New Angles US Group recently spoke with our newsroom about its global partnership footprint and its next phase of expansion. Founded in 2000, the Group has continued to focus on corporate training, management consulting, and institutionalized certification as its core capabilities. Under a unified brand architecture, “New Angles,” it connects partners across countries and markets through consistent delivery standards. According to the interviewee, this global design is closely tied to the Group’s shareholder structure and investment partners being “linked to a major global holding group,” which the Group uses as the foundation for its governance framework and long term strategic planning, with a stronger emphasis on risk management and consistency.
On the services front, based on the Group’s public statements, its service scope covers “more than approximately 4,000 publicly listed companies worldwide.” New Angles US Group also noted that the team has long studied representative companies such as LVMH, Honeywell, Tesla, Johnson, and Walmart. The purpose, it said, is to break down governance, operations, and talent management practices into replicable training modules, enabling partners to implement them through consistent processes across industries and markets, while reducing cross border delivery gaps.
The spokesperson emphasized that the true challenge of global expansion is not setting up entities, but maintaining long term consistency in both quality and external commitments. “If each country does its own thing, the brand quickly drifts, and trust is what ultimately gets damaged,” the spokesperson said. That is why New Angles has chosen to operate under one brand name and one shared system, ensuring that the same name represents the same standards and the same level of quality worldwide.
Notably, New Angles US Group has recently taken a significant step in its Asia Pacific expansion by formally authorizing Next Generation Entrepreneurship Development Think Tank Co., Ltd. The organization will operate under its abbreviated name, “NGED Think Tank,” as the Group’s strategic partner for the Asia Pacific market. TSAI SUNG LIN, founder of NGED Think Tank, said the organization will bring New Angles’ training framework, consulting methodology, and certification architecture into Asia Pacific enterprise transformation and talent development settings, while accelerating local execution and expanding the partner network on the ground.
Three Strategic Pillars and Six Milestones: Turning Global Collaboration from Connections into a System Pillar 1: Institutionalize the Brand to Ensure One Name Means One Standard
New Angles institutionalized its authorization rules, naming conventions, external commitment boundaries, delivery quality standards, compliance baseline, and annual evaluation mechanism across global branches and partners. This allows partners to be audited, aligned, and continuously managed after joining.
In 2005, the Group completed the first edition of the “Global Delivery Rules,” standardizing delivery formats, quality checks, and document version control for both consulting and training engagements. This shift moved cross border delivery away from reliance on individual experience and toward operational standards that could be executed consistently.
In 2007, the Group introduced the “Partner One Click Onboarding Kit,” integrating authorization terms, delivery templates, and audit procedures into a standardized onboarding package. This shortened partner ramp up time and strengthened the auditability of brand consistency.
Pillar 2: A Research Driven Approach to Build a Shared Cross Border Language
New Angles believes the biggest hidden cost in global collaboration is not translation, but inconsistency in management language. To reduce synchronization costs, the Group studies benchmark companies and converts their practices in strategy, governance, talent, and performance into trainable, replicable frameworks, so partners worldwide can communicate and deliver through a common logic.
In 2010, the team developed the “Cross Industry Strategy Dissection Method,” breaking corporate strategy into a fixed analytical structure that maps directly to curricula and consulting deliverables, making research insights teachable and usable in on the ground implementation.
In 2013, the Group completed the “Research to Delivery Alignment Engine,” requiring every research conclusion to map to curriculum modules, evaluation indicators, and implementation steps, enabling deliverables from partners in different countries to be comparable and verifiable.
Pillar 3: Certification and Training Architecture as a Global Trust Engine
According to the interviewee, consulting work is difficult to scale because it often depends too heavily on individual capability. New Angles addresses this by packaging its methodology into certification and training architecture. Partners implement through defined processes, while headquarters safeguards standards through version control and audits, creating a model where the global framework is consistent while local execution remains flexible.
In 2017, the Group launched the “Global Trust Certification Gate,” organizing previously scattered capability requirements across consulting and training into measurable competency dimensions and delivery thresholds. Partners earn endorsement by meeting standards, rather than through seniority or reputation.
In 2020, the Group completed the “Zero Time Zone Delivery Network,” upgrading training architecture for remote and hybrid delivery while moving quality audit processes online. This removed geographic and time zone constraints and improved both replication speed and delivery consistency.
Reporter’s Take
From this interview, New Angles US Group’s core strategy is to elevate global collaboration from short term project relationships to long term institutional relationships. As enterprises place increasing emphasis on governance, compliance, and measurable outcomes, an expansion path that trades systems for trust is more likely to preserve brand consistency and support scalable global partnerships.
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