But it is a worry that there have been so many delays in the reform of China's state-owned enterprises. We all know that private companies are run more efficiently than state ones. These reforms are very much anticipated for the potential dynamism they could create.

The question is not about whether it will work or not. It's how quickly we can pull it off. Structural change will happen. When economies grow, there comes a time when you cannot rely on investment alone. We had that. The return on investment is becoming less and less. So we have to change. The old model doesn't work anymore. It's a question of speed.

It is worthwhile to engage in something that is close to one's heart. I had a scholarship. So if I donate money to give brilliant Chinese students an opportunity to study abroad, then this embodies everything I believe in: education, globalization, social mobility. I am an example of social mobility.

Mark Zuckerberg recently announced that he will donate $45 billion of his wealth to philanthropy. Two years ago, my husband and I decided to endow $100 million to set up the SOHO China Scholars. This program will give financial aid to Chinese students so they can attend the best universities in the world.

Investors don't like uncertainty. The market is telling us that they need certainty, they need to see where the economy is heading. If the government is committed to continue the Open Door policy, they will need to come up with concrete policies and execution steps to increase confidence.

We are not very good at this. Our success rests on our international experience and on our ability to read the market. And I contest the notion that you can only succeed in China when you are well-connected. Neither my husband nor I are "princelings" - children of influential people, that is. And yet China has enabled us to succeed.

When we started out, we were among the first. Beijing had no and Shanghai had very few large buildings. At that time, it was all about building, building, building - and then selling, selling, selling. We were working like a manufacturer. Soon, however, we realized that land was running out in Beijing and Shanghai. So we started keeping our buildings, and managing and renting them out. We became landowners. That was the second act.