01 | 任正非：副职要精于管理，正职要敢于进攻
Back then, the chairman led everyone to attack BT, Vodafone, and Telefonica...... At that time, we were really shaking the tree, and we didn't measure ourselves, and without the brave spirit at that time, there would be no good situation today. This is an example that should be well emulated by our full-time cadres at all levels. Management at all levels should focus on continuously improving their work and effectively meeting the efficiency of the whole process to support the company's expansion.
We must rationally adjust our methods for selecting and training cadres. How to choose the principal and deputy positions of the department, and whether there can be different training standards and selection standards for the principal and deputy positions?
I think that the deputy position must at least be good at management, and the person who is very arrogant is not suitable for the deputy position. The deputy must implement the organizational intention through fine management, which is the behavior of "embarrassment".
The main job must dare to attack, polite, gentle, courteous and frugal, no matter how big or small, eyebrows and beards are grasped, and the more detailed the grasp is, it is not suitable to do the main job. The principal must have a clear understanding of the company's strategic direction, have careful planning for the work, have determination, will, perseverance, be full of self-sacrifice, and be able to lead the team to continuously achieve new breakthroughs. This is the criterion of the "wolf".
When we evaluate a job, we don't have to judge it by the amount of loot. Attention should be paid to the leadership of the key events, processes, and behaviors.
The formulation of our human resources policy is based on strivers. The construction of the company's human resources system has made great progress, and the salary, welfare policy, and security system have been established, and strive to sort out and improve and stabilize in the next few years.
The building of reserve cadres is more important than anything else, and it is necessary to promote those who have both determination, will, ability, and understanding of management to management posts. There are talents in the country, and there are not too many seniority. Our cadres must grow up as soon as possible, and they must be able to attack the city as well as be good at defending it.
02 | Zhang Weiying: All great entrepreneurs do not fail without failing
If I had to make a summary of entrepreneurship, I would like to highlight the following:
The first is alertness to profit opportunities. You can see opportunities where others don't see them, and that's what sets entrepreneurs apart.
The second is simplification. Economists are often criticized for thinking too simply, but I think entrepreneurs see the problem as simpler. This is perhaps an important distinction between an entrepreneur and a manager. Managers often think of problems as complex, while entrepreneurs think of them as simple. It is precisely because he sees the problem as simple that he can become an entrepreneur, and a person who sees the problem as complex cannot be an entrepreneur. There is a lot of truth in simplification, it can help you grasp the essence of the problem, and it also gives you the courage to solve it.
The third is imagination. Schumpeter said that innovation is a new combination, and a product or technology is a combination from scratch. What is a combination? A combination is a kind of imagination. Stevenson imagined a railroad carriage and a steam engine together to have a steam train. When is most people's imagination at its fullest? when they sleep, that's why it's called a dream. For entrepreneurs, imagination is a waking dream, which is very important.
The fourth is perseverance and patience. Things look simple, but it's not that simple to do, and all great entrepreneurs don't fail without failing. Frederick Toud went to jail for not paying his debts, and Henry Ford started three businesses, the first two times failing. Without strong perseverance and a lot of patience, you can't fail again and again and become a successful entrepreneur. Feng Lun said that "greatness is boiled out", and Duan Yongji said that his biggest feeling of doing business is "to hold on", which is what he expressed. (Source: Zhang Weiying: The Nature of Knowledge and Entrepreneurship)
03 | Feng Lun: Attitude determines ability, and attitude determines opportunity
Question: Nowadays, many young people feel that it is too difficult to succeed and it is too difficult to buy a house. What would it look like if you started a business?
Feng Lun: Indeed, when we first started tossing, our psychological feelings were different from those of many people now. Why? I think it's because we didn't compare before. They were all poor at that time. I don't have any money, and I don't know what other people do, so I'll be stupid. Now the main thing is that there are too many comparisons. The level of anxiety must have increased compared to the past. Including buying a house, the news about housing prices one after another, and what will happen after a while, all make people anxious.
I think we should still face it with a positive attitude, "nothing is a thing". When I started my business, I didn't have a house, I built a lot of houses, and I was still renting and borrowing houses to live in. But I kept tossing, and then the problem of the house was solved. There is no need to be too anxious about the house, and now the per capita housing area has reached 40 square meters. With the change of institutional arrangements and the development of the industry, there are more and more high-quality long-term rental houses, and everyone's psychological feelings will be much better.
I have always had a belief that "attitude determines ability, and attitude determines opportunity". If you choose to give up in your attitude, and you patronize and complain, the problem will always be there. In fact, there are a bunch of problems for any generation. For example, some people who came back from the queue at the same time became writers, some people started successful businesses, and some people received social security. The difference is mainly in personal choice and effort.
Also, after comparing your own situation, do you choose to change or continue to complain? If you complain every day, the more you compare, the more uncomfortable it becomes. But if you choose to change it later, you may get better immediately. In other words, people actually live with one attitude. Be positive, and you'll find that that's actually it. (Source: "Feng Lun: Attitude Determines Ability, Attitude Determines Opportunity")
04 | Zhang Ruimin: It wasn't until I met Mr. Mingzhe that my confidence became stronger
Management, as a discipline, originated in the West, where the industrial revolution took place. For quite some time, the theories and methods of management were basically synonymous with Western management. The classic management models followed by global enterprises also come from the West, such as the Ford model and the Toyota model. Although Toyota is a Japanese company, the management theory of the Toyota model originates from the "total quality management" of American management scientist Deming.
In the early days of its business, Haier also learned the management methods of American and Japanese companies, but in the Internet era, the classic Western management model exposed fatal flaws: instrumental rationality was rampant, completely overpowering value rationality, the subject-object dichotomous system premised on rational economic people imprisoned the creativity of employees, and many prominent corporate giants were not too big to fail.
I've been thinking about this question for a long time, and I didn't find the answer in the field of management, but I found the light in the field of culture. The inherent linear thinking and "atomistic" concept system of the West may be the root cause of the classic management model to a dead end, and the "system theory" gene of traditional Chinese culture is a good medicine to break through this dilemma.
Since 2005, we have been exploring a new model of Rendanyi. This new management model is based on the "value of people first", which is completely subversive compared to the "shareholder first" generally pursued by Western enterprises, so we could not find a ready-made reference in the process of exploration, and it was once questioned.
I have also visited Michael Porter, the "father of competitive strategy", and former IBM CEO Gerstner and other leaders in the academic and business circles, hoping to get theoretical and practical guidance, but I have received little praise for Haier's courage in challenging traditional management. These are two eras, like cars running on two roads, there is no comparison. It wasn't until I met Mr. Mingzhe that my faith was strengthened. "Dynamic competition" and "cultural integration" have broken free from the cage of instrumental rationality, and its fundamental concern for human value has provided new possibilities for the development of management in the new era. (Source: Zhang Ruimin's preface to the recommendation of "Selected Writings of Mingzhe")
05 | Elon Musk: The process of constantly searching for a product is actually a process of innovation
Question: The company only needs to focus on polishing products, and profit is the natural result, rather than taking profit as the driving force for polishing products?
Elon Musk: Many companies have incentive mechanisms based on financial indicators, but I really think that people should have fewer meetings, do less PPT, and spend more time going to factories and offline stores to polish products and contact customers. In fact, many companies are already doing this now, I just want to emphasize again, for a company, the core is whether the product has been perfected? Generally speaking, this answer is no, then the next question should ask yourself, how to make it more perfect? This process of continuous search for products is actually a process of innovation, although not necessarily the kind of breakthrough innovation, but in any case, what we have to do is to continuously improve the product.
Question: Is this product-oriented mindset acquired or is there an innate factor? You are recruiting innovative people, do you think this pursuit of product innovation is innate or can be learned?
Elon Musk: I think it's something you can learn. The first step is whether you are willing to try or not, and then whether you try hard. If you haven't already, go for it. The pursuit and innovation of products is not something mysterious, it is just a perfectionism of one's own products and services, getting feedback from anyone possible, finding what can be improved, and that's it. If you're spending a lot of time on PowerPoint presentations and various spreadsheets, you're clicking on the wrong skill tree. My suggestion is to go to the factory, the production line to communicate with the employees, and go to the experience store to listen to the feedback of users. I've found that some people think that while they don't like a product, they think someone else might like it. - Don't think so, if you don't like it yourself, don't expect others to like it. (Source: Musk's conversation with the Wall Street Journal editor-in-chief)
06 | 曾鸣：战略=想做∩可做∩能做
Strategy is very simple, it is to decide what a business should and should not do. Only by not doing something can we do something, and only by giving away can we get great. Giving up is originally a Buddhist word, giving up, giving up, not reluctant.
First, what do you want to do? What are your goals, your ideals, and what excite you?
Second, what opportunities are out there, what are the things that can be done? There are indeed different opportunities at different times. This is the foresight I talked about earlier, and the core is to judge what is a big opportunity and what is a small opportunity. The discussion of foresight can lead to what can and cannot be done, what can be done big, and what needs to be done small. This is a judgment of external opportunities.
Third, what can you do? What kind of resources, people, or organization-building capabilities do you have?
If you want to do it, you can do it, you can do it, this little intersection in the middle is what you really should do, this is your strategy.
I want to do it - think about it, many things, if you don't want to do it so much, a little reluctantly, nine times out of ten, this thing will not be done well in the end. Because this matter is difficult enough, you still have a pimple in your heart, and you are unwilling to do it, and the chance of doing it in the end is very small.
Do-can - can not be done, is the judgment of opportunity cost. Most companies make investment decisions with a feasibility report, which calculates whether the net present value of the project itself is high enough, which is a financial analysis. Strategic analysis is about what are the other biggest opportunities that are given up in order to chase this opportunity. The reason why strategy is difficult is that there is no way to close the coffin after the fact. Afterwards, you may think that this matter is a big loss, and you catch the little rabbit but let the big goat goat. To judge opportunities, we must think about the concept of opportunity cost.
Can do - can do is the ability of an enterprise, can do also has two dynamic unity. Capacity development requires an investment of resources and time. To put it to the extreme, capacity building means how bold a person is, how productive he is, and organizational ability is not innate, but organizational ability is gradually cultivated. In this sense, you can develop talents according to strategic goals, but on the other hand, the development of capabilities is extremely resource-intensive and time-consuming, especially time. There is no shortcut to the development of ability. So from this point of view, the enterprise is not a panacea.
Ability is always a relative concept, whether you do well or not does not count, whether you can do better than your best competitors is called core competitiveness, is the ability to differentiate.
Most companies think about whether they can do this thing, and digging two or three people to form a small team can indeed do this thing, but you are likely not to do it well enough, and it is impossible for the limited ability to resist the strong pressure of market integration when the industry becomes more and more competitive, the situation is more and more cruel, and the profits are getting lower and lower. Therefore, "can do" must be a relative concept.
Therefore, the most important thing for a person is to give full play to his strengths and do it to the fullest, rather than desperately making up for his shortcomings, because making up for his shortcomings will never be enough. (Source: Zeng Ming's speech at Lakeside University)
07 | 张建锋：钉钉的低代码革命
Titanium Media: What is the difference between the new DingTalk and the original?
Zhang Jianfeng: Two positioning, the earliest positioning is communication-oriented, enterprise-level communication introduces the concept of organizational address book, slowly transitions from communication to collaborative office, and then transitions to the development platform of enterprise-level applications, which is the real connotation of cloud nail integration.
Titanium Media: Is it decided very early or is it explored step by step?
Zhang Jianfeng: It should be said that it is becoming more and more clear today, we have integrated resources, and the original low-code development platform should be built in other departments, and it is more holistic after integration. And our strategy is getting clearer, and we want to really change the way enterprise application development is done.
Titanium Media: This is very interesting, it means the transfer of capabilities, software development is a very high threshold capability, low-code means to transfer a lot of capabilities to end users, which will definitely bring about changes in the industrial landscape. What do you think of these changes that will appear?
Zhang Jianfeng: With the advancement of technology and changes in the social environment, a new ecology will definitely be reshaped. The advancement of technology includes cloud computing, mobile, and a large number of software engineers have appeared in society, and software engineers will only appear in software companies, and now I often say that doctors will only appear in hospitals, and software engineers have appeared in all enterprises.
The whole ecosystem has not yet completely become such a state, and Yonyou and Kingdee are also doing SaaS, but the concept we put forward is the next generation of ecology after SaaS - there are providers of IT technology facilities such as cloud, development platforms such as DingTalk, low-code development tools, and ecological partners, including traditional consulting companies, which are also valuable, and customers still need them to help sort out the entire framework of digitalization. However, after the completion of this framework, how to iterate, enterprises have more initiative, and the innovation of corners and corners can be easier to do by themselves, and everyone will have their own positioning in this ecology again in the future. (Source: Titanium Media's interview with Zhang Jianfeng)
08 | Song Zhiping: To be an enterprise, we should pay special attention to core business, core expertise, core market and core customers
Why do I repeatedly tell you about professionalism? Because our enterprise capacity is limited, our people's energy is also limited, and our financial resources are also limited, can we do a good job? Therefore, we must do a good job in our main business without distraction.
In addition, it is necessary to segment the market, because any industry will have a surplus in the market economy, especially under the epidemic situation, in the case of an economic downturn, what should the surplus industry do?
I sometimes say that enterprise transformation is not a career change, transformation refers to the enterprise and industry, we use continuous innovation to improve the level of the enterprise, from the low-end to the high-end.
To segment the market. The French bread is well done, and there are more than 100 varieties of French flour. The Japanese cement is well done, and there are more than 100 kinds of Japanese cement. Segmenting this market can also achieve good benefits. To do business, we still have to do a solid job in our profession.
To be an enterprise, we should pay special attention to core business, core expertise, core market and core customers.
As the owner or partner of an enterprise, have you ever thought that every successful enterprise will have its own underlying logic, the life cycle of the enterprise is short, and there are few companies that can become stronger and bigger.