Author: Song Zhiping, President of the China Association of Listed Companies, Chief Expert of the China Enterprise Reform and Development Research Association
Rectification: Han Zhen
来 源:正和岛(ID:zhenghedao)
"In today's uncertain times, what is the most certain? It is still the basic principle of our heart and management. The principles and principles of doing business have not changed because of these uncertainties. ”
"Steady Management" is a collection of speeches, articles and lectures from 2021 to 2023 by Mr. Song Zhiping, who is known as "Kazuo Inamori of China", and is another good book in the form of anthologies after "Enterprise Heart" and "New Machine and New Bureau".
"Sticking to the principles and principles of doing business" is one of the secrets for Mr. Song Zhiping to lead China National Building Materials Group and Sinopharm Group, two weak central enterprises, to enter the world's top 500.
After his retirement, Mr. Song Zhiping served as the president of the China Association of Listed Companies and the chief expert of the China Enterprise Reform and Development Research Association, personally in-depth research of more than 200 listed companies, and at the same time worked hard, diligent in thinking, good at summarizing, and systematically expressed the 40 years of business experience and observation and thinking in recent years in easy-to-understand language, rich and vivid cases and the structure of detailed analysis, and gathered into a desk book to guide the majority of entrepreneurs to achieve "sound operation" in uncertain times.
The following are the 100 essences of "Sound Operation", full of experience and wisdom, please read it.
1. The power of capital
001.
What is the significance of capital markets? Two things come to mind: one is to pool people's money to support business and economic development; The second is to give everyone the opportunity to share the dividends of enterprise and economic development through the capital market.
002.
The development of our capital market has both a vigorous side and an orderly and steady side. In recent years, several things have been promoted: marketization, legalization, and internationalization.
003.
The quality of listed companies is the cornerstone of the sustainable development of the capital market. High-quality listed companies are an important subject to implement the new development concept, build a new development pattern, and promote high-quality development.
004.
To improve the quality of listed companies, we should pay attention to the three dimensions of governance quality, operation quality and innovation quality. The three should be jointly promoted to form the endogenous driving force and market culture of listed companies to improve quality and efficiency.
005.
Over the past few years, the reason why the mainland's state-owned enterprises have made such great progress is that our state-owned enterprises have become vigorous and powerful state-owned enterprises through market-oriented reforms. In the market-oriented reform, the listing restructuring has played a key role.
006.
How to improve the quality of state-owned listed companies? I believe that we can do a good job in the following aspects: strengthen the governance of state-owned listed companies, reform the mechanism of state-owned listed companies, and increase the market value of state-owned listed companies.
007.
Listed companies are excellent representatives of Chinese enterprises, the pillar of the economy, the "basic disk" of the real economy, the "converter" of economic development momentum, the "vanguard" of improving the modern enterprise system and fulfilling social responsibilities, and the "new channel" for investors to share the dividends of economic growth. It is the responsibility of listed companies to take the road of high-quality development and help realize Chinese-style modernization.
008.
To do a good job in the capital market, there are four key things: first, the economic fundamentals must be good; Second, regulatory policies should be in place; the third is to improve the quality of listed companies; Fourth, improve the investor ecology.
009.
What are core competencies? The core competitiveness is the ability to make the enterprise lead in the market competition. To enhance the core competitiveness of enterprises, it is necessary to establish four core concepts, including core business, core expertise, core market and core customers.
010.
The core competitiveness has several characteristics: first, the core competitiveness may be formed by the enterprise for a long time; Second, the core competitiveness may be a combination of several specialties, some enterprises "eat all over the world", but often the core competitiveness is composed of several aspects; Third, core competitiveness is difficult to replicate; Fourth, even if an enterprise has core competitiveness, it is not once and for all, and it must be continuously improved and consolidated.
011.
How should we prevent risks? I have summarized four points: the first is to have a sense of distress in doing business. The second is to highlight the main business, and there are trade-offs. The third is not to take a crisis lightly and seize the precious time to deal with it with all our might. The fourth is to solve the problem by prescribing the right medicine, and not rushing to the doctor in a hurry.
012.
ESG reflects the sustainable development of listed companies from three aspects: environmental, social and corporate governance, and reflects the development requirements of listed companies at the quality level in the new era. On the one hand, ESG work is conducive to improving the quality of the company's operations and becoming better and stronger. On the other hand, listed companies doing a good job in ESG work is conducive to improving the company's long-term risk prevention ability and enhancing its sustainable development ability.
013.
After years of continuous efforts, the governance of listed companies has achieved positive results, and a modern governance system has been basically formed. It is mainly reflected in the following aspects: the governance system of listed companies has been basically complete, the organizational structure of listed companies has been continuously improved, the dividend level of listed companies has been steadily improved, and the willingness of institutional investors to participate in corporate governance has been enhanced.
Second, the reform of enterprises
014.
The mainland's economy has shifted from a stage of high-speed growth to a stage of high-quality development, and is in a critical period of transforming its development mode, optimizing its economic structure, and transforming its growth momentum. As the main body of the market, enterprises are the carriers of economic power, the main participants in economic activities, the main providers of employment opportunities, and the main promoters of technological progress, and play a very important role in the development of the country.
015.
After the 18th National Congress of the Communist Party of China, the reform of state-owned enterprises has entered a new stage, and this round of reform pays more attention to the systematic, holistic and collaborative nature of the reform.
016.
The release of the three-year action for the reform of state-owned enterprises has accelerated the pace of "1+N" work. Over the past three years, all parties have made joint efforts to complete the main goals and tasks of the three-year action for the reform of state-owned enterprises, achieved a series of major results, and promoted overall, fundamental and turning changes in the field of state-owned assets and state-owned enterprises. First, the modern enterprise system with Chinese characteristics is more mature and finalized. Second, the layout and structure of the state-owned economy have been optimized as a whole. Third, the reform of state-owned enterprises and the continuous improvement of the system and mechanism of scientific and technological innovation Fourth, a large-scale and in-depth breakthrough has been made in the market-oriented management mechanism.
017.
There are "three magic weapons" for the reform of state-owned enterprises, one is the party's leadership, the second is the entrepreneurial spirit, and the third is the operating mechanism. The party's leadership is the unique political advantage of state-owned enterprises, the enterprise leader with entrepreneurial spirit is the leader of the enterprise, and the operating mechanism is the source of vitality for the majority of employees. All three are important and indispensable.
018.
I understand that the next step in the reform of state-owned enterprises can focus on the following points: First, improve core competitiveness and enhance core functions. The second is to improve the state-owned assets management system based on the management of capital. The third is to promote the integration and reorganization of state-owned enterprises in a market-oriented manner. Fourth, improve the modern corporate governance of state-owned enterprises with Chinese characteristics. Fifth, it is truly operated according to the market-oriented mechanism.
019.
In the final analysis, enterprise management is to mobilize the enthusiasm of employees and ignite the fire in their hearts. If there is fire in the heart, things will be easy to do: if there is no fire in the heart, it will not work to break the sky.
020.
When I was the factory director of Beijing New Building Materials, the company was in a very difficult situation, and the employees also lost their enthusiasm for work. I asked the employees, "Why don't you do a good job?" They said, "Director Song, we haven't raised our wages for several years, and we haven't shared a house." I said, "Do a good job, what's the point of raising your salary?" Later, I hung two balloons on the office building, one with the words "wages are going up every year" and the other "the house is being built every year". I have been the factory director for 10 years, and I have constantly stimulated everyone's enthusiasm to do things, building houses every year, raising wages every year, and this company has been doing very well.
021.
Deepening the reform of state-controlled listed companies is of great practical significance to the healthy development of state-owned enterprises and the capital market, which can be started from the following aspects: strengthening and refining the main business, improving the level of corporate governance, enhancing the ability of innovation and development, enhancing the ability of risk prevention and control, and promoting the realization of market value.
022.
The human, financial, and energetic capabilities of enterprises are limited, and the success of most enterprises depends on professional management. If you draw a cross, horizontally speaking, the business of the enterprise should not be too much, and it should focus on the main business; Vertically speaking, the industrial chain is not easy to be too long, and it must be deeply rooted in the main business.
023.
There are no backward industries, only backward technologies and backward enterprises. In the case of economic downturn, in the highly competitive surplus industry, enterprises can create new competitive advantages through market segmentation and become the leading enterprises in the segmented field.
024.
The foundation of a company's soundness is financial soundness, and the core of financial soundness is abundant cash flow. Enterprises should live within their means, collect the use of funds, compress the "two golds" of the enterprise, that is, the inventory occupied funds and accounts receivable of the enterprise, attach importance to the cash flow of the enterprise's operating activities, and pursue profitable income and cash flow profits.
025.
State-controlled listed companies should adhere to long-term and stable dividends, give investors reasonable returns, provide investors with opportunities to share corporate benefits, especially let small and medium-sized shareholders have a sense of gain, and be a listed company that investors trust and be recognized and respected by society.
026.
The sharing mechanism is the source of the vitality of the sharing enterprise, and the mechanism is the positive correlation between the benefits of the enterprise and the interests of employees.
027.
An enterprise is the main body of market competition, but what does an enterprise rely on to compete? The life of an enterprise is its core competitiveness. Whether an enterprise can survive and develop depends on whether it has core competitiveness.
028.
Enterprises should establish four core concepts: First, the core business is the foundation of core competitiveness. Second, core expertise is the essence of an enterprise's core competitiveness. Third, the core competitiveness focuses on developing and consolidating the core market. Fourth, the ultimate purpose of core competitiveness is to form core customers.
029.
How to improve the core competitiveness of enterprises? First, we will make every effort to maintain our core competitiveness. Second, increase investment in core competitiveness. Third, we will continue to improve our core competitiveness portfolio.
030.
Some people often ask me if I have the know-how to do business, and I say that it is "quality first, safety first, customer first". If the company does what it does, it won't be a big problem, but if it loses one or more, it may not do well.
031.
Ren Zhengfei said that if the money is divided in the enterprise, most of the problems of the enterprise will be solved. Today, when we do business, we should not only pay attention to financial capital, but also pay attention to human capital, so that human capital and financial capital can share the wealth created by the enterprise, so that the enterprise can develop well.
032.
In the final analysis, doing business is to contribute products to the society, and products determine the level of enterprises. The products of world-class enterprises must be first-class and excellent. What does it take to achieve product excellence? A few points are particularly important. First, insist on strengthening the main business. Second, strengthen management, improve quality, and carry forward the spirit of craftsmen. Third, vigorously promote intelligent transformation.
033.
The report of the 19th National Congress of the Communist Party of China proposed to cultivate world-class enterprises with global competitiveness. World-class companies are characterized by product excellence, outstanding branding, innovation leadership, and modern governance.
034.
What is the most important thing for a company to be world-class: I think there are a few key points. First, there is a clear strategy and goals. The second is to pay attention to integration. The third is to increase innovation and build core competitiveness. Fourth, strengthen management. Fifth, attach importance to values.
3. From management to operation
035.
In today's uncertain times, what is the most certain? It is still the basic principle of our heart and management. The principles and principles of doing business have not changed because of these uncertainties.
036.
The content of the three fine management can be summarized as the organization of lean organization, management refinement and lean operation, is a set of management and operation in one, efficiency and effectiveness combined, internal and external strength of the enterprise construction method.
037.
In the process of organizational refinement, the standardization of governance, the hierarchy of functions, the specialization of platforms, and the leanness of institutions are more important. In the refinement of management, management method, cost standardization, quality standardization, and financial stability are more important. In lean operation, business centralization, innovation effectiveness, market segmentation, and value optimization are more important.
038.
Where is the chaos of the enterprise? The first is the chaos in the exercise of rights, and the second is the chaos in investment. As long as the exercise of rights and investment are controlled, there will generally be no major chaos in the enterprise.
039.
Scale is a double-edged sword, and it is best for an enterprise to do it handily and with moderate scale. Beyond the largest scale and everlasting foundation, the pursuit of living better and living quality, this is the true meaning of the survival of the enterprise.
040.
Management is to look inward, deal with man-machine materials, and do things correctly; And business is to look outward, face an uncertain environment, and do the right thing. The person in charge of the enterprise should firmly establish the concept of "from management to operation", focus on the study of market, price, environment and other issues on the basis of good management, and learn how to make the right choice in an uncertain environment.
041.
There are several things that are important to do a good business: the first thing is to make the product; The second thing is energy production, large-scale production; The third thing is that the pass rate should be improved; The fourth thing is that the cost should be reduced; The fifth thing is to sell the product and do a good job. In fact, management is the foundation of this series of work.
042.
Today is an era of innovation, and we must overcome difficulties through independent innovation in some key core technologies that are "stuck in the neck". But innovation is a risky thing, we always talk about "not innovating and waiting for death, blindly innovating to find death". How to grasp the degree of innovation? I believe that we should carry out effective, purposeful, and quality innovation, and we cannot blindly innovate.
043.
Drucker pioneered management as a discipline, he believed that management is a practice, and its essence lies not in "knowing" but in "doing"; Its verification lies not in logic, but in results; Its only authority is achievement. This passage shows the practical characteristics of enterprise management.
044.
There are several aspects that are very important when it comes to the governance of listed companies. One is independence, the second is transparency, and the third is compliance.
045.
There are about 130 A-share listed companies with a market value of 100 billion yuan in mainland China, and we find that these companies have three major characteristics: first, they are the leading enterprises in the subdivided fields, and their main businesses are prominent; Second, the business is located on a good track, adapting to the development direction of the mainland's economic restructuring; The third is governance norms. Governance norms are the foundation for the company's long-term development and evergreen foundation.
046.
The development of the Board of Directors has gone through three phases. The first stage is a ceremonial board, the second stage is a liberating board, and the third stage is a positive and progressive board. I advocate building a positive and progressive board of directors. The chairman of the board of directors does not engage in a speech, but acts as an organizer and coordinator, allowing everyone to actively speak, put forward constructive suggestions, and at the same time communicate well with the executive level. Such a board of directors can create value for the company.
047.
In 2019, I visited Mercedes-Benz in Stuttgart, where I met Dr. Honde, who is in his 80s and former president of the German employers' association. I asked him, "You've been in business all your life, if you were asked to talk about your experience, what do you think is the most important thing?" He said: "The most important thing is two sentences, one is that to be a leader, you must do the right thing and make the right choice; The other sentence is that subordinates should do things correctly and do a good job of execution. "It's exactly what I think. This also verifies why I am talking about moving from management to operation.
048.
China National Building Materials entered the ranks of the world's top 500 in 2011, and Sinopharm Group entered in 2013. As I recall, the two businesses were all the way through. At that time, we did five things: strategic selection, resource integration, capital operation, integrated innovation, and mechanism innovation.
049.
M&A should have a principled position, not the more the better, and the principles must be clear. I think there are at least four principles. First, mergers and acquisitions should be subordinated to strategy. Second, mergers and acquisitions should be effective. Third, mergers and acquisitions should have synergies. Fourth, M&A should be risky and bearable.
050.
With so many mergers and acquisitions, there are four areas where integration is crucial. First, business integration. Second, institutional integration. Third, cultural integration. Fourth, management integration.
051.
Other conditions in mergers and acquisitions are easy to discuss, and one of the most important points is that we must use a good culture to assimilate a bad culture, and we cannot use a bad culture to assimilate a good culture. It is necessary to integrate the high-quality cultural elements of all parties, integrate the new culture of the enterprise, and enhance the recognition of the new culture of the enterprise. If there is no cultural unity, the business will fail. This is very important.
052.
The five keys to being an effective operator: correct choice, effective innovation, capital operation, resource integration, and sharing mechanism.
053.
The essence of strategy is choices and trade-offs. Whether large or small, there is a question of strategic choice – what to do and what not to do. In strategic choice, the most important thing is to set goals, and with goals, you can find what you lack. It's important to note that after you've set your goals, you're looking for what you're missing, not what you're doing.
054.
What kind of business do you choose? We have to ask ourselves first, so as to achieve "four questions", "four don'ts", and "four wants". The "four questions" are whether they have advantages, whether there is room for the market, whether the business model can be replicated, and whether it can be connected with the capital market. "Four don'ts", that is, do not do projects with excess capacity, do not do projects that do not make money, do not do projects that are not familiar with them, and do not do projects with obvious legal risks. The "four musts" are to conduct risk assessment, professional coordination, acquisition of teams, and perseverance in the project.
055.
Which is more important, choosing people and choosing business? I think it's more important to choose people before others. How to choose people? In my opinion, the first is to be politically correct, have both ability and political integrity, and put morality first. The second is to choose obsessives. What is an Obsessive? People who wake up in the morning and think about one thing, think about it before going to bed at night, and even wake up in the middle of the night thinking about one thing. Professionalists, obsessives, can often do one thing.
056.
I met the leader of a large financial company before, and I learned that the reason why the company is growing so well is because there is a very good mechanism in place at the beginning - if you earn 1 yuan, the owner will share 5 cents, and the operators and employees will share 5 cents, and this mechanism has persisted to this day. Whoever can solve the problem of the mechanism, who can have a good mechanism, who can develop fast and develop well.
057.
No matter how the environment changes, there are always some things that remain unchanged, and these things are the underlying logic of doing business. I have summarized the four major isms: pragmatism, professionalism, long-termism, and humanism.
058.
A young man told me: "Mr. Song, we should look up at the starry sky." "I think it's up to the astronomers to look up at the stars, and it's our job to get the glass pieces of the telescopes they need, and that's our job.
059.
Specialization, refinement, specialization, and novelty are specialization, refinement, specialization, and novelty, and specialization is put in the first place.
060.
Being an enterprise is not a 100-meter sprint, but a marathon long-distance run. It is not possible to do a good job in a company in one or two years, it always takes 10 or 20 years; It takes at least thirty or forty years to make a company to the extreme. Someone asked me how I calculated it, and I said that I didn't calculate it, I did it.
061.
People are the most valuable resources of an enterprise, the most reliable and solid foundation for running a good enterprise, and the fundamental driving force to promote the progress of an enterprise. I have always adhered to the "people-centered" corporate culture, the enterprise should be people-centered, I further decompose these five words into: the enterprise is people, the enterprise relies on people, the enterprise is for people, and the enterprise loves people.
062.
When enterprises encounter problems in competition, under pressure, the key is to implement the "four grasps" and do their own things well. Pay close attention to innovation, management, market and brand.
063.
Entering the era of Chinese brands, enterprises must do a good job in brand work. First, brand work is a first-class project. Second, quality and service are the foundation. Third, we must increase brand investment. Fourth, it is necessary to enhance self-confidence in domestic brands.
064.
In the enterprise, I advocate the cultivation of four teams: a team of cadres with entrepreneurial spirit, a technical team with the spirit of scientists, a marketing team with the spirit of 4,000, and a workforce with the spirit of craftsmen.
065.
The positioning of the enterprise should be realistic, respect the law, each in its place, each in its own place, and must not see different ideas, let alone pull out the seedlings to grow. Regarding the size of the enterprise and the speed of development, in fact, we must also do what we can. For enterprises, it is not necessary to set the goal of the world's top 500 or listed companies, just suit themselves.
066.
Management is the eternal theme of the enterprise and the basic skill of the enterprise. To do a good job in management, we should pay attention to the following points: pay attention to management methods, carry out benchmarking management, emphasize quality standards, and do a good job in financial management.
067.
Over the years, practice has proved that if an industry collapses, in fact, no enterprise can be spared, that is, we often say "under the nest, there are no eggs". We must strive to improve the competition ecology among enterprises, so that the market is healthier and the competition is more orderly.
Fourth, high-quality development
068.
In September 2020, at the general debate of the 75th session of the United Nations General Assembly, the top leaders announced China's "dual carbon" goals, that is, to achieve carbon peak by 2030 and carbon neutrality by 2060. Since such a goal was proposed, the mainland has entered an era of low-carbonization. This era will not only change our energy structure, change our production methods, but also change our lives, change our activities, and even change our values.
069.
For enterprises, there are several things to pay attention to in the low-carbon era. The first is to do a good job in energy conservation in enterprises, the second is to use new energy in qualified enterprises, and the third is to use modern technology such as big data to carry out technological transformation.
070.
During my tenure as president of the China Association of Public Companies, I conducted research on more than 200 listed companies. I've found that companies are doing two things: one is digital transformation; The second is low-carbon transformation. The low-carbon transition is also based on digital transformation.
071.
Regarding the issue of enterprise management, I think there are several important things that have been in business for so many years. First, develop the right corporate strategy. Second, seize the opportunity. Third, build a team with executive ability. Fourth, be good at overcoming difficulties. Fifth, have the ability to integrate resources. Sixth, maintain humility and empathy.
072.
How to cultivate the comprehensive advantages of mainland enterprises? There are four very important points: pay attention to innovation, pay attention to capital, pay attention to management, and pay attention to the market.
073.
I often say that doing business is actually two things: the first is to do the right thing and operate properly; The second thing is to do things correctly, and to manage them in accordance with the law. Both of these things are very important and should be implemented throughout our business. These are the underlying logic of enterprise development.
074.
Over the years, I have learned three things about branding. First, brand work is a first-class project. Second, the brand is valuable, and it is necessary to take the route of high quality and medium price. Third, we will make every effort to maintain the brand.
075.
In 2002, when I left Beijing New Building Materials, I left a message for my young colleagues: "Quality is superior, price is superior, and service is paramount." "Beijing New Building Materials has followed this principle since then and has been doing very well.
076.
Advertising costs money, where does the money come from? I'm not in favor of a price war, because it's not good for brand building. Enterprises must be effective in order to do a good job of the brand, which is a virtuous circle, and it must be turned positively, not backwards.
077.
How to be a specialized and special new enterprise? The concept must be changed, the technology must be found, and the talents who can be cultivated must be supported by the government's policies.
078.
Government policy support is important. Shenzhen's model is mainly based on bottom-level entrepreneurship and grassroots entrepreneurship, and the government mainly provides good services, that is, there is something to serve, and nothing is disturbed. Hefei's model is guided by the government, led by the government, and cultivated by the government. For many latecomer cities, in fact, you can consider studying the model of Hefei.
079.
There are several core points in the Hefei model. The first is the combination of an efficient market and a promising government. Second, it is necessary to make full use of the advantages of science and education, attach importance to the transformation of technology, and form innovative advantages. The third is to build a multi-level capital market. Fourth, actively integrate into the Yangtze River Delta region, take advantage of the investment depression effect, and rapidly gather enterprises and resources. Fifth, we will build new industries and high-end manufacturing clusters and expand them on a large scale.
080.
In the past we studied the German Hermann. Simon's book "Hidden Champions", the book mentions that the core of hidden champions has two points: first, specialized technology; Second, the international market. That is, "one meter wide, one thousand meters deep", hidden champions can develop from two dimensions, focusing narrowly and deeply on one area, and expanding the scale of turnover through high-coverage markets.
081.
Whether it is a large enterprise, a medium enterprise or a small enterprise, it should do a good job in the main business. Since I became the president of the China Association of Listed Companies, I have seen that some listed companies have problems, in addition to violations of laws and disciplines, most of them are due to blind expansion from their main business. This is true for large enterprises, and it is also true for small enterprises, to have a very prominent core business.
082.
The customer is the country of the enterprise. What an enterprise has to do is to meet the requirements of customers and create customer needs, which is the most fundamental thing for the survival of enterprises.
083.
If China wants to develop a good manufacturing industry, innovation is the first driving force. With the development of the mainland's economy and science and technology, some fields have changed from "following" to "running" and even "leading", and we can no longer simply rely on imitation and innovation, but must increase independent innovation and integrated innovation. In view of the problem of "stuck neck" in some key core technologies, it is necessary to increase independent innovation, and at the same time promote integrated innovation, integrate various innovation elements, and accelerate the speed of innovation.
5. Innovation and entrepreneurship
084.
There are five models of innovation: one is independent innovation, the second is integrated innovation, the third is continuous innovation, the fourth is disruptive innovation, and the fifth is business model innovation.
085.
For enterprises, high-tech is important, but it should also focus on medium-tech, low-tech and zero-tech innovation. The contribution rate of high-tech innovation to society accounts for about 25%, while the contribution rate of medium-tech, low-tech and zero-tech innovation accounts for about 75%. What is Zero Technology Innovation? It is business model innovation, which does not seem to have much technology, but creates high business value.
086.
Technological innovation is often regarded as a purely market-oriented activity, but in fact, scientific and technological innovation has never been inseparable from the support and guidance of the government. In the mainland, government support is very important, and scientific and technological innovation requires both an effective market and a promising government.
087.
Who is leading the innovation in the enterprise? The answer is entrepreneurs. Entrepreneurs are the soul of innovation. Innovation includes not only scientific and technological innovation, but also organizational innovation and market innovation. But frankly speaking, scientific and technological innovation is the core element of enterprise innovation.
088.
I understand that entrepreneurs have four characteristics: entrepreneurs are people who are full of desire for success, entrepreneurs are people who are indomitable in the face of difficulties, entrepreneurs are people who have feelings for their family and country, and entrepreneurs are people who are always facing the front.
089.
Since the reform and opening up, there have been two important factors for China's rapid economic and social development: first, the policies and support of the Party and the state for reform and opening up; Second, a large number of entrepreneurs have led the growth of Chinese enterprises. Entrepreneurs are created and cultivated by the times, and they also grow up in the process of continuous learning and practice. We must carry forward the entrepreneurial spirit of the new era and be entrepreneurs who meet the requirements of the times.
090.
The success of a business depends not only on emotional intelligence and IQ, but also on an element - adversity quotient. Emotional intelligence refers to the ability to understand others, IQ is the ability to think critically, and reverse intelligence is the ability to overcome difficulties, and you can't just get used to winning battles.
091.
I often talk about my view of difficulties, there are three points: first, difficulties are objective, you are difficult, he is difficult, everyone is difficult, so don't complain. Second, the most difficult time may mean that the difficulty is almost over, which is the darkness before the dawn. Third, we must do everything possible to overcome difficulties and not wait passively.
092.
Although the entrepreneurial spirit originates from entrepreneurs, it is not limited to the group of entrepreneurs, it should be the spirit of the whole society, it is the spirit of innovation, dedication and responsibility, and cadres in all walks of life and positions should learn to carry forward the entrepreneurial spirit and create an entrepreneurial society.
093.
There are four characteristics of the entrepreneur society: first, innovation and entrepreneurship have become the mainstream consciousness of the society, second, to create a vast team of entrepreneurs, big entrepreneurs stand tall in the sky, small and medium-sized micro entrepreneurs are overwhelming: third, the era of entrepreneurs is an era of wealth creation: fourth, more and more entrepreneurs care about social development, which are closely linked.
094.
State-owned enterprises and private enterprises are the relationship between big rivers and small rivers, and the big rivers have water and the small rivers are full, while the big rivers have no water and the small rivers are dry, and they should not be separated.
095.
I believe that state-owned entrepreneurs should have three characteristics: one is reform and innovation, the second is to make meritorious contributions, and the third is to have the courage to take responsibility.
096.
What exactly is leadership? Based on years of corporate practice, I summarize leadership as the ability of leaders to drive organizations to achieve goals through their influence. The core of leadership is actually influence, and the purpose of leadership is to lead an organization to achieve its goals.
097.
Six major leadership skills: learning, innovation, decision-making, influence, organization, and responsibility.
098.
In China National Building Materials Group, one of the things I often say to everyone is: "Use your time to study and put your mind to work", and learning and work are the most important.
099.
A business is a responsible organization, in addition to the basic goal of making profits, the most important thing is to have a high sense of social responsibility. The same is true for entrepreneurs, who may be more profitable and have more wealth than ordinary people, but they should also assume more social responsibilities and show a stronger sense of family and country.
100.
I remember that when the SASAC was first established, the leaders of central enterprises were required to be "in the state". The state is the manifestation of people's dedication to work, and in the state is to devote themselves to work. Entrepreneurs still have to focus on the one acre and three points of land of the enterprise, intensively cultivate, and do a good job in the main business without distractions. At this time full of challenges and difficulties, only the cadres of the enterprise can tide over the difficulties. In terms of status, I think there are three aspects that are important. To be an enterprise, we must have a good attitude, but also be in the state, and we must build a good ecology. Never lie flat; Steady growth; Create new growth tiers and improve expectations.
Typography | Eleven Edit | 11. Editor-in-Chief | Sun Yunguang
