【观点】中国人民大学教授、博导杨杜：思维不一样，你就比别人多活一个时代

大裂变与聚合时代，一切皆需要启迪新思想。

2023年10月27日，中国人民大学教授、博导杨杜在第十届华夏基石十月管理高峰论坛做了主题演讲。

以下为杨杜教授的演讲实录。

各位领导，各位朋友，下午好！非常高兴参加这次十月论坛。我今天要分享的内容有点废脑子，有点哲学。

这么多年，我们中国的企业发展得相当不错，从过去的把“事”干好的“事理学”，到了后边的管理学、治理学，再往前就可能走向文化、伦理、哲理等。我们顺着大势来进行研究，今天进入硅基文明时代，我用“正、反、转”来看看在管理的思维模式上有没有很好的方法论，可以引导这个时代，设计这个世界。

一、管理思维的连续性和间断性

人思考一个问题并不见得是连续的，甚至连时间都有可能是间断性的，跳跃式的、间断性的走向未来。历史有连续，有间断，企业也有连续，也有间断，有时候会休克一下，也可能突然爆发出什么东西来。这是不是有一定的历史依据？好像也能找到，比方说过去的社会谁赢了，谁又赢了？很多时候好像有点鹬蚌相争，渔翁得利的社会转化，这是我想讲的“转”这个点，比方说奴隶和奴隶主争了半天，最后谁也没赢，谁赢了呢？地主赢了。地主跟农民争了半天，谁也没赢，资本家赢了。资本家和工人比，谁赢了？弄不好两个都没赢，完全换了一个维度，可能是“知本家”赢了，懂技术、懂知识新规则的层面的人赢了。那未来在“知本”社会里，谁能再赢呢？那就跳跃一把看看，进入矛盾的两个方面，最后发现两个方面都赢不了，是不是跳跃式地进入了另一个社会？这叫什么？不好说，我加个词，叫“悟本”社会，大家慢慢去悟。 CXO UNION-CXO联盟（cxounion.cn）

那么，现在做的事情是什么？我认为是“正反”斗争，转走了，再来一个“正反”斗争，又转走了，再来一个“正反”斗争，还转走了，我觉得未来的规律应该差不多，这是社会的自然规律。那么，未来到底谁赢呢？弄不好人赢不了，是机器人赢了，虚拟的东西赢了。硅基也好，碳基也好，别的基也好，到底什么东西出来了？超越肉体人的东西出来了，是硅基还是碳基？我说不清。所以，人类社会可能有间断性的进化，地主家、资本家、知本家，中间断了之后又走出来了，不完全是连续的。那不完全连续的时候，我们怎么办？如果未来AI出来——我们造出来的另外一种“人”出来，会把现在所有的人都给覆盖一下，但是“我们”又留下来了。所以，都是在断的过程中，有点革命性的东西出来了。

二、企业需要从定义、定维、定位、定量四个角度重新思考

彭剑锋教授说企业的成长不再是连续性的突变，而是非连续性的突变，企业不再是线性成长，而是出现了断点和跃迁。他讲的是突变的间断性和连续性，我讲的思考，是不是也有这个问题？未来越来越不是现实和过去的延续，我们很多人设计的东西，离开过去的算法，离开过去的直线，就跳到别的地方去了，尤其是在AI世界是如此。人呢？是不是也是如此？各有各的不相关联的现在，你有你的现在，我有我的现在，你走你的时间轴，我走我的时间轴。各有各的不可推测的未来，你现在怎么样，未来一定怎么样吗？不见得，可能很多东西根本不传承，不知道从哪儿“无”就生出“有”来了，否则很难理解现在社会的震荡。

那么，按照这个思维，我们看看华为是怎么间断性成长的。

华为从最开始知道必须赚钱，到知道如何赚钱，再到知道该不该赚钱，再到知道该不该做企业，是整体组织产生的价值。我认为好像中间在断，断什么？从农民走向农民工，再走向铁道工，再走向项目组，再走向现在的军团制，好像有连续，又好像没有连续，中间的点是怎么跃迁过去的呢？我们时代的成功企业、成功的人好像是在这个时代的时间轴里跳跃着走。企业的核心构成，连续性的构成是什么？间断性的构成是什么？当你企业是卖产品的时候，产品是物质，物质产品时间的连续性比较强，所以，要看到底什么是你公司核心的资源、核心的东西。反过来，如果是技术、知识，弄不好就和原来没有什么关系，可能是跳跃式的，蹭的一下就过去了，从这个层面来讲，时间连续性的层面在你的公司好像意识不到，不知道从哪冲出来一个程咬金，就把你灭了，而且还和你没有关系。

如果时间上没有连续，那你的企业到底是以什么为核心的呢？是关注传承、关注连续性，还是不关注连续性呢？所以，这就产生了时间上的思考，时间一断，知识肯定断了，企业也断了，人也就不需要了。一般认为时间是连续性的，其实物质的时间是连续性的，事件的时间不是连续性的，知识的时间可能也不是连续性的。那么，我想问，你的企业到底是物质构成的，还是事件构成的，还是别的什么构成的？那么，就要思考自己的公司到底是什么？这就回到思考时间到底连续还是不连续的问题了。 CXO UNION-CXO联盟（cxounion.cn）

我们认为时间是连续的时候，时间是一维的，是矢量，是往前走的，但其实你的时间在你这里是一维的，而别人也有别人的时间，也可能并行，也可能串行，也有可能一辈子都没有联系，那时间在别人看来可能不是一维的，你的时间在别人看来是跳跃的，而你看别人也是跳跃的。我们把连续的时间变为不统一的、不连续的、不唯一的时候，我们认为连续的时间是这样的：有过去，有现在，有未来，可以推测未来，可以研究过去，研究历史，搞点文物考古。但如果不连续，中间没关系，就不知道为什么有新的物种出来，也不知道为什么新的AI出来。那么，用不连续怎么思考？人可能也是如此。如果人把自己当成物质的，可能是连续比较多，如果不当成物质，不把自己当成肉体的人，当成虚拟的人，当成事件的人，就不是不存在了吗？一会儿就没了，可能是断续的，一会儿又活了。所以，要重新在这个时代定义你是谁，你的企业是谁，你的维度是什么，你的定位——往哪儿走，定量——走到哪个阶段，定义、定维、定位、定量，这是“四定”。

三、管理思维的结构性与升维性

管理者的思维，既然讲结构性、升维性，那维和维之间根本没有时间的感觉吗？我思故我在，我悟故我活，我转故我强，根本不争这些东西，于是就产生了正、反、转的结构性，或者间断性，或者连续性，完全不在一个层面的思维。

有人说前进死，后退死，怎么办？转一下就知道了，螃蟹说我横爬。有人说前后死，左右死，怎么办？猴子说我上树。有人说前后死，左右死，上下还是死，怎么办？刺猬说我不动，等时间过去。又有人说了，前后死，左右死，上下死，不动还死，怎么办？战士说死就死。维度不一样，它是自由的，自主的，是中断的，但是有结构。这个结构是什么？如果用几何学来说，有正，有反，吵架的时候不就是如此吗？有合，合在一起别吵了，合而为一，对立统一。但如果有正，有反，转行不行？换一个角度，换一个维度，换一个方向，这是两维的平面，于是有转，还有升，再换一维，按照物理学来说，你做得好，别人还能做得好，你做得差，别人还能做得更差，你多一维，别人多一维，你做什么，别人不理你。 CXO UNION-CXO联盟（cxounion.cn）

所以，二进制也好，太极图也好，都是转来转去，如果转不对的话，就转成基因结构，一直在转，用量子的方式也对。于是我们用另外一种方式，比如化学的方式，戊烷的分子式是一样的，但是组合的时候不一样，把这个元素拿出来，把这个元素去掉，换到这个地方，于是就转了，转成另一种物质了，而元素是一样的，什么都没变，就是结构变了，就是换维了，就是转了，于是这个世界好像就不一样了，这就是我们所讲的碳基还是硅基的感觉。现在是石墨了，是碳基的，再加上硅基，说来说去是什么？是同质异构。东西是一样的，结构不一样；人是一样的，思维不一样，于是你就活的比别人多了一维，自由多了，那我们如何生成自己的思维结构，然后再引领这个时代？

如何从石墨的结构到钻石的结构？比如吴春波老师讲华为里面的价值创造、价值评价、价值分配，我加上一个东西就成了钻石的结构，加一个价值理念，你的价值理念决定了另外三个东西怎么结合，形成非常坚强的企业组织的价值，或者叫强力的东西。

回到大家比较熟的东西，就是一分为二，《道德经》讲的很多东西都是一分为二、正反合的理论。从古人来讲，2000年以前就用这种最简单的方法。有太多这样的东西，但是说不清，因为太简单，现实世界复杂多了，于是用“若”“好像”的方式转到另一个方向，但不能量化。在量变而转的过程中产生的东西，和量没关系，和时间还没关系，依然有企业在转，依然有人在牵引这个时代，到底“一分为几”？我认为政治家是一分为二的，总在找对立面，你是你，我是我，我干掉你。毛主席讲的矛盾论，也是按照这种思路，但是毛主席成功的点是“三说”，凡有人的地方就有“左中右”，并不是哲学上讲的对立、斗争。

看看学者的思路，一分为五，好像挺复杂的，尽量弄得让你看不懂，于是就可以多交钱。比如一个问题：你感觉心情平静吗？五个选择——完全不平静、很少平静、很平静、多数平静、几乎总是平静。那么，你现在平静了吗？好像很难。关键是现在，现在正在听我讲吗？睡着没有？可以用五个来说，完全没有、很少睡觉、有些睡觉、不要吵我、吵不吵无所谓。学者就是这么想的，也挺好玩，但是好像是不是太学者了？于是评论家就出来了，别吵了，分那么多干嘛？就是我，我就是对，你就是错，段子不就是这样吗？最后就变为了讽刺人了。你讲法治，他讲政治，你讲政治，他讲国情，你讲老子，他讲孙子，你讲孙子，他给你装孙子。这和刚才说的“转”好像特别像，但是什么事没干，这就不是管理者要做的事了。我们管理者一分为三，为什么？总要把事干成，既不能吵，也不能灭掉别人，同时也不能搞那么细的分析。 CXO UNION-CXO联盟（cxounion.cn）

公司里面看人的时候，一个人跑得快，一群人跑得远，我问你，到底想跑快点，还是想跑远点？好像都不对，这是一分为二。那你到底想干嘛？不是跑得快，也不是跑得远，而是要跑得到，都到了还跑什么跑？已经完成了，还折腾什么劲儿？怕那么快干嘛？我们考核的目的是管理者的结果达成，而不是你的状态。我们讲企业考核，不考动机，不考态度，考行为和结果。我“转”过去，证明管理不是道理，不是逻辑，是结果，这个结果出不来，什么都没干。所以一分为三，讲的是什么？本质上是量变，是质变，更是维度变，维度变就得转。所以，根本不在意别人竞争而达到自己垄断状态的时候，好像才达到企业做领导的状态，就是别人干的我不干，我要干，你得听我的。所以，从一分为二到一分为三，不是多切一刀，而是更上一维的思维。比如我们经常讲上下级冲突了，想想组织目标，不就升维了吗？部门之间吵架了，想想客户需求，不就升维了吗？否则就陷入一个评论家的位置了。

四、企业管理需要升维：点、线、面、立体、生态

贡献管理的思想维度，比如泰罗管理是“点”的思维，到了现在的研究，福特的流水线，转起来，有流程。第三个是丰田的按“面”管理，几百家公司，几千家公司，苹果也有点这个意思，苹果就做一个平台，做什么都收钱，我什么都不管。华为的管理是“活”的管理，我就不死，超越了“战士”，我等你死，收别人就完了，这里面涉及到活的思维，生态的东西，我要活下来，死活的思维比赢的思维更高吧？

我们在转，转念、转型、转行，不管转什么，反正是在转。为什么是转呢？有句诗是这样写的，“爱不是相互凝望，而是一起凝望同一个方向”。我给转一转，“爱不仅是相互凝望，更是一起凝望同一个方向”，不就好玩了吗？一维到两维，我升到两维的时候，马上有四个招，不玩对抗了，按照这种思维做出来的东西，有四个方案，但是我可以升到三维，八个模块了，后备的更多，根本不知道往哪儿转，这是三维的东西。我把管理的东西按照三去分——钻石模型，钻石模型是按照三个三角凑起来的东西。比如劳动创造价值，资本投资创造价值，还可以转向上面——知本论，知识才创造真正的价值，数据现在成了最重要的资产，就转了，如果劳动是正，资本是反，转到知本上，照样可以在高科技公司，用技术、专利、认证的各种东西来做。所以，按照这种思路，我们转出来的另外一个方向，但是中间的“结”非常要紧，包括了企业家精神、管理机制等。

如果公司时间是间断的，组织忽然冒出什么来的时候，把知识照样可以做成钻石模型，一边是知识可以变成钱——价值化，一边把知识变成组织的资产化，知识留，人才走，留“知”不留人。三是知识的显性化，用理论、方法控制别人等等，也可以有各种形式来表现。现在我在说，也可以写下来，也可以画下来，可以用一堆的各种形式，当我们用三维的方式去做管理的时候，那我们应该怎么做？不是物质的，是事件构成的，是知识构成的，是用看不见的数码构成的，应该好好琢磨琢磨到底用三维是怎么表现出来的。 CXO UNION-CXO联盟（cxounion.cn）

用“三因一果”的方式说管理，战略需要框架，管理需要流程，行动需要焦点，最终你得把果拿出来，不管是什么框架，什么体系，不管科学不科学，不管流程做得怎么样，最终得赢别人。这个结构在转什么？就是升维思考，想的时候灭别人一维，快速响应，流程是管速度的，然后是降维打击，真正灭你的时候是非常多的东西，让你不可能抗拒我。最后一个是胜者为王，我赢了什么都对，我输了什么都不对，最终得有果。所以，管理者最难的事情是取胜，打胜仗，后面的东西说说而已，反正有三个道理，就是面、线、点，最后要的是立体。这个立体，就是你活着，你存在。

2018年的时候，我就说过“实践是检验真理的唯一标准，胜利是检验管理的唯一标准”。没有办法，必须得赢；不赢，所有的东西都错，是不是很难？努力谁不会？善心谁不会？最终不出结果什么都不行。

点、线、面、立体，上边是灰度，下边是平面四分法，到这里还是两维，再往前走是动起来的时间维。如果觉得太累了，你找个活着的生态圈就行了。如果觉得还累，难受，赶紧投胎去，清零不就完了吗？所以，人生就可以根据各种维度，让自己找到绝对的自由，于是我们在做的是什么？不就是一种思维的东西吗？0到1，1到N，N到1，1又回到0，无中生有，一分为二，三分之法，四个象限，三维空间，时空为王，合二为一，一归于零。

所以，我们做事，一要创造财富，要赚钱，要创值。二要忙起来，要不你会无事生非。三要有文化，我讲的我的价值观，你讲你的价值观，我活我的时间，你活你的时间，咱们根本不见面，行不行？当然可以了。第四，没事就睡觉，干嘛非想那么多？有信仰止。创想力、构想力、预想力，到我不想了——止想力。所以，人生到这个层面，我思故我在，我动故我活。 CXO UNION-CXO联盟（cxounion.cn）

那么，按阴阳分，只是二进制，意思不大，所以要用三爻，是三合法，是“转”的方法。

我想说的是阴、阳为分，爻、卦为进，三爻进的时候就转了，你算卦，三爻才成卦，三爻成八卦，四爻十六卦。人常说“听党的话，跟党走！”某人说“听党的话，听懂党的话，跟党走！”转了，所以常人是“二”，某人是“三”。沃尔沃公司的工会负责人问李书福，为什么吉利要收购沃尔沃？李总回答说，I love you。然后解释了吉利是谁，沃尔沃是谁，为什么双方恋爱会成功！为什么由“二”转到“三”？中间是“爱”。

所以，我们讲“转而合”，讲的是爱在中间，相互凝望，凝望同一个方向，于是就合了。人常说“埋头拉车，还要抬头看路”，刘永好说“埋头拉车，抬头看路，仰头看天”，别那么死性了。企业做大了，不是公家吗？给谁不行？弄得自己挺累，资产在外面待着，你跑里面去了，多难受啊，这种分离是不是挺痛苦的？我们讲“三”是这样的东西，必须三个以上再选择，没有三个不要选择。于是会产生思维的升维，做领导就可以了。钻石模型不就是这样吗？唯心、唯物、辩证唯物、辩证唯心，佛学讲究要唯识，能唯识吗？你再转一下不就完了吗？唯“悟”。各种各样的事情，都是在你活你的，我活我的，我说我的，你听的意思和我不一样，我觉得好像有点大家各是各的人了。

五、我思故我在，我动故我活

公司治理，首先是事理，然后是管理，然后是治理，再有是文化伦理，再有是哲理命理，你现在在忙什么？如果不能升维，忙的这些事不就是重复吗，不就是循环吗？所以，正、反、转、升，按照这种思路，升到管理工作，升到领导工作，太累了，干什么？领袖，就行了，思想领袖。

国际竞争的升维，就是看看中国在这么多年，前一两百年我们输了，跟发达国家竞争，现在主要跟美国竞争，原来卖产品，后来卖设备，卖技术，别人卡我们脖子，不都是技术吗？现在还不是这个，主要争的是规则和文化，然后变成标准。这就涉及到上边越来越难以兼容，各玩各的，像血型一样，输血到一起有溶血症，越来越不兼容。所以，过去是讲合作，后来讲对抗，现在不说对抗，打起来了。 CXO UNION-CXO联盟（cxounion.cn）

所以，我们不要感叹，不要讲那么多人情，“既生瑜，何生亮”，这是错的。“既生瑜，必生亮”，干掉他，就完了。世界本来就是这个样子的，我们有五种升维转型方法，直线性思考、曲线性思考、周期性思考、升维性思考、动态升维，还要思考。我根本不和你玩儿，我认为只有这样才能找到未来引领时代的东西。我们用正、反、转做什么？超越时代、超越周期、引领时代、设计未来。

那企业光讲和，不行，关键在于激活组织，组织的制度设计为谁干，那在这个层面升一下维。第一阶段——雇佣共同体，老板为自己干，员工为老板干；第二阶段——利益共同体，员工为自己干，老板为企业干；第三阶段——事业共同体，员工为自己干，干部为企业干，老板为自己子孙干，后来发现子孙也就那么回事，怎么办？全体为整个社会，该谁谁。所以，正、起；反、承；合、转；升、结，你要知道“结”在哪个地方，和前面没有什么关系，因为转走了。

所以，按照这个思路，我想跟大家说一下我这个人是怎么过的？十岁学游戏，二十学知识，三十学经济，四十学管理，五十学伦理，六十学唯识，七十学道家，八十学呼吸，干什么学那么多？呼吸就行了。

谢谢各位朋友！ CXO UNION-CXO联盟（cxounion.cn）

翻译：

Yang Du, professor and doctoral supervisor at Renmin University of China: If you think differently, you will live an era longer than others

In the age of great fission and convergence, everything needs to inspire new ideas.

On October 27, 2023, Yang Du, professor and doctoral supervisor of Renmin University of China, gave a keynote speech at the 10th Huaxia Cornerstone October Management Summit Forum.

The following is a transcript of Professor Yang Du’s speech.

Dear leaders and friends, good afternoon! It is my great pleasure to attend this October forum. What I’m going to share today is a bit brainless, a bit philosophical.

Over the years, our Chinese enterprises have developed quite well, from the past “things” to do “things”, to the back of management, governance, and then may go to culture, ethics, philosophy and so on. We follow the general trend of research, today into the era of silicon-based civilization, I use “forward, reverse, turn” to see if there is a good methodology in the management thinking mode, can guide this era, design the world. CXO UNION-CXO联盟（cxounion.cn）

Continuity and discontinuity of management thinking

People think about a problem is not necessarily continuous, and even time may be intermittent, jumping, intermittent to the future. History has continuity, there are discontinuities, enterprises also have continuity, there are discontinuities, sometimes there will be a shock, or something may suddenly break out. Is there some historical basis for this? It seems to be possible to find, for example, who won and who won in the past society? In many cases, there seems to be a social transformation in which the third party, the third party, the third party, the third party, the third party, the third party, the third party, the third party, the third party, the third party. The landlord won.

The landlord argued with the peasants for a long time, but no one won, but the capitalists won. Who wins the battle between capitalists and workers? Do not win both, completely changed a dimension, may be the “knowledge of the home” won, understand the technology, understand the new rules of knowledge of the level of people won. Then in the future, who can win in the “knowledge” society? Then take a leap, enter the two sides of the contradiction, and finally find that neither side can win, is it a leap into another society? What do you call this? Hard to say, I add a word, called “enlightenment this” society, everyone slowly to enlightenment.

So, what are we doing now?

I think that the “positive and negative” struggle has turned away, and then another “positive and negative” struggle has turned away, and then another “positive and negative” struggle has turned away, and I think that the law of the future should be similar, and this is the natural law of society. So who wins in the future? Maybe the human won’t win, the robot won, the virtual thing won. Whether it’s silicon, carbon-based, or something else, what’s coming out? Something beyond the flesh is out. Is it silicon or carbon? I don’t know.

Therefore, human society may have intermittent evolution, the landlord family, the capitalist family, the knowledge of the original family, interrupted and then came out, not completely continuous. So what do we do when it’s not completely continuous? If the future AI comes out – another kind of “human” that we have created – it will cover all the people now, but “we” will remain. So, it was all in the process of breaking, and something revolutionary came out. CXO UNION-CXO联盟（cxounion.cn）

Enterprises need to rethink from the four angles of definition, fixed dimension, positioning and quantitative

Professor Peng Jianfeng said that the growth of enterprises is no longer a continuous mutation, but a non-continuous mutation, enterprises are no longer linear growth, but there are breakpoints and transitions. He is talking about the discontinuity and continuity of mutations, and I am talking about thinking, is it not the same problem? The future is increasingly not a continuation of reality and the past, and many of us design things that leave the algorithms of the past, leave the straight lines of the past, and jump somewhere else, especially in the AI world.

Where is he? Is it the same? Each has its own unrelated present, you have your present, I have my present, you go your timeline, I go my timeline. Each has its own unpredictable future, how are you now, the future must be what? Not necessarily, maybe a lot of things are not inherited at all, do not know where “nothing” gives birth to “have”, otherwise it is difficult to understand the current social shock.

So, according to this thinking, let’s look at how Huawei has grown intermittently.

From the very beginning, Huawei knows that it must make money, to knowing how to make money, to knowing whether it should make money, and to knowing whether it should be an enterprise, it is the value generated by the entire organization. I think it’s breaking in the middle. Breaking what? From farmers to migrant workers, then to railway workers, then to project teams, and then to the present legionary system, as if there is continuity, and as if there is no continuity, how did the middle point jump past?

The successful enterprises and successful people of our era seem to be jumping in the timeline of this era. What is the core composition of the enterprise, what is the composition of continuity? What constitutes discontinuity? When your company is selling products, the product is material, and the continuity of material products is relatively strong, so you should see what is the core resources and core things of your company. On the other hand, if it is technology, knowledge, it has nothing to do with the original, it may be a jump, rub the past, from this level, the level of time continuity in your company seems to be unaware, do not know where to rush out of a process to bite gold, and you have nothing to do with it.

If there is no continuity in time, then what is the core of your business?

Is it to focus on succession, on continuity, or not to focus on continuity? Therefore, this has produced time thinking, time is broken, knowledge is definitely broken, enterprises are also broken, people do not need. It is generally believed that time is continuous, in fact, the time of matter is continuous, the time of events is not continuous, and the time of knowledge may not be continuous either. So, I want to ask, is your business really made up of matter, or is it made up of events, or is it something else? So, you have to think about what your company is? This brings us back to the question of whether time is continuous or discontinuous. CXO UNION-CXO联盟（cxounion.cn）

We think that when time is continuous, time is one-dimensional, is a vector, is going forward,

We think that when time is continuous, time is one-dimensional, is a vector, is going forward, but in fact, your time is one-dimensional in you, and other people also have other people’s time, it may be parallel, it may be serial, it may not be connected for a lifetime, then time may not be one-dimensional in others’ eyes, your time is jumping in others’ eyes. And you see other people jumping, too. When we change continuous time into disuniform, discontinuous, and not unique, we think of continuous time as such: there is a past, there is a present, there is a future, you can speculate about the future, you can study the past, you can study history, you can engage in cultural relics and archaeology.

But if it’s not continuous, it doesn’t matter in the middle, you don’t know why new species come out, you don’t know why new AI comes out. So, how do you think about discontinuity? The same may be true of people. If people regard themselves as matter, it may be more continuous. If people do not regard themselves as matter, as bodies, as virtual people, as events, they do not exist, right? One minute it’s gone, maybe intermittent, and then it’s alive again. Therefore, to redefine who you are in this era, who your enterprise is, what your dimension is, your positioning – where to go, quantitative – to which stage, definition, fixed dimension, positioning, quantitative, this is the “four definite”.

The structure and upgrading of management thinking

Since the thinking of managers is about structure and dimensionality, is there no sense of time between peacekeeping and dimensionality? I think, therefore I am, I realize, therefore I live, I turn, therefore I am strong, and I do not dispute these things at all, so there is a positive, negative, and rotating structure, or discontinuity, or continuity, and thinking is completely not at the same level.

Some people say forward death, backward death, how to do? Turn around to know, the crab said I crawl sideways. Some people say before and after death, left and right death, how to do? The monkey said I go up a tree. Some people say before and after death, left and right death, up and down or death, how to do? Hedgehog said I will not move, wait for the time to pass. Someone else said, die before and after, die left and right, die up and down, do not move still die, how to do?

A soldier will die if he says so. Dimension is different, it is free, it is autonomous, it is interrupted, but it has structure. What is this structure? If you use geometry, there are heads and tails, isn’t that what happens when you fight? There’s unity, there’s unity Stop arguing, there’s unity, there’s unity. But if there’s a pro, a pro, a career change? Change an Angle, change a dimension, change a direction, this is a two-dimensional plane, so there is rotation, there is a rise, and then change one dimension, according to physics, you do well, others can do well, you do poorly, others can do worse, you have more one dimension, others have more one dimension, what you do, others ignore you.

Therefore, whether it is binary or Taiji diagram, it is turning around, if it is not turned, it is turned into a genetic structure, which has been turning, and it is also right in the quantum way.

So we do it in a different way, in a chemical way, the pentane has the same molecular formula, but it’s different when you combine it, you take this element out, you take this element out, you put it in this place, and you switch, you switch to another substance, and the element is the same, nothing changes, it just changes structure, it just changes dimensions, it just switches, So the world seems to be different, this is what we talk about the sense of carbon-based or silicon-based. Now it’s graphite, carbon-based, plus silicon-based. What is it? It’s homogenous and heterogeneous. The things are the same, but the structure is different; People are the same, thinking is not the same, so you live more than others one dimension, much more freedom, then how do we generate our own thinking structure, and then lead this era?

How do you go from a graphite structure to a diamond structure? For example, teacher Wu Chunbo talked about the value creation, value evaluation, and value distribution in Huawei, and I added one thing to become a diamond structure and a value concept, and your value concept determines how to combine the other three things to form a very strong enterprise organization’s value, or something strong.

Back to what we are familiar with, that is, splitting into two, and many things in the Tao Te Ching are divided into two, positive and negative theories.

As far as the ancients are concerned, this simplest method was used 2,000 years ago. There are too many such things, but can not say, because it is too simple, the real world is much more complicated, so use “if” and “as if” to turn to the other direction, but can not be quantified. The things produced in the process of changing and turning, and the quantity does not matter, and the time does not matter, there are still enterprises in the turn, there are still people in the traction of this era, in the end, “a few”? I think politicians are divided in two, always looking for opposite sides, you are you, I am me, I will kill you.

Look at the scholar’s thinking, one is divided into five, it seems very complicated, try to make you do not understand, so you can pay more money.

For example: Do you feel calm? Five choices – Not at all calm, rarely calm, very calm, mostly calm, almost always calm. So, are you calm now? It seems difficult. The key is now. Are you listening to me now? Did you sleep? You can use five, no, little sleep, some sleep, don’t bother me, noisy does not matter. That’s what academics think, and it’s funny, but isn’t it too academic? So the critics come out, stop arguing, why do you divide so much? CXO UNION-CXO联盟（cxounion.cn）

It’s me. I’m right. You’re wrong. Isn’t that what jokes do? And it ends up being ironic. You talk about the rule of law, he talks about politics, you talk about politics, he talks about national conditions, you talk about Lao Tzu, he talks about grandson, you talk about grandson, he acts like a grandson to you. This and just said “turn” seems very similar, but what is not done, this is not the manager to do. We managers split into three. Why? We must always get things done, neither quarrelling nor destroying others, and at the same time, we must not conduct such detailed analysis.

When watching people in the company, one person runs fast, and a group of people run far, I ask you, do you want to run faster, or do you want to run far?

It doesn’t seem right. It’s a dichotomy. So what do you want? Not to run fast, not to run far, but to run, have to run why run? It’s already done. Why bother? Why are you afraid so soon? The purpose of our assessment is to achieve the manager’s results, not your status. We talk about enterprise assessment, do not test motivation, do not test attitude, test behavior and results. I “turn” to prove that management is not reason, not logic, is the result, this result can not come out, nothing is done. So one split into three, what is it? In essence, it is quantitative change, qualitative change, but also dimension change, dimension change has to turn.

Therefore, when you do not care about the competition of others and reach your monopoly state, it seems that you have reached the state of enterprise leadership, that is, I do not do what others do, I want to do, you have to listen to me. Therefore, from splitting in two to splitting into three, it is not an extra cut, but a more one-dimensional thinking. For example, we often talk about the conflict between superiors and subordinates, think about the organizational goal, not to upgrade the dimension? Departments quarrel, think about customer needs, not to upgrade the dimension? To do otherwise is to fall into the position of a critic. CXO UNION-CXO联盟（cxounion.cn）

Enterprise management needs to raise the dimension: point, line, surface, three-dimensional, ecological

The ideological dimension of contribution management, such as Tyro management is “point” thinking, to the present study, Ford’s assembly line, turn up, there are processes. The third is Toyota’s “face” management, hundreds of companies, thousands of companies, Apple also has this meaning, Apple is a platform, do everything to collect money, I don’t care about anything. Huawei’s management is “live” management, I will not die, beyond the “soldier”, I wait for you to die, accept others is finished, which involves living thinking, ecological things, I want to survive, dead and alive thinking is higher than winning thinking?

We are turning, changing thoughts, transforming, changing careers, whatever it is, it is turning. Why turn?

There is a poem that says, “Love does not consist in gazing at each other, but in gazing together in the same direction.” I give a turn, “Love is not only gazing at each other, but also gazing together in the same direction”, not fun? When I go to two dimensions, I immediately have four moves, I don’t play antagonism anymore, and things made according to this thinking, there are four plans, but I can go to three dimensions, eight modules, more backup, I don’t know where to turn, this is a three-dimensional thing. CXO UNION-CXO联盟（cxounion.cn）

I divided the management into three parts – the diamond model, and the diamond model is something that comes together according to three triangles. For example, labor creates value, capital investment creates value, and you can also turn to the above – knowledge, knowledge to create real value, data has become the most important asset, turn, if labor is positive, capital is negative, turn to knowledge, you can still in high-tech companies, with technology, patents, certification of various things to do. Therefore, according to this idea, we turn out in another direction, but the middle “knot” is very important, including entrepreneurship, management mechanism and so on.

If the company’s time is interrupted,

If the company’s time is interrupted, when the organization suddenly comes up with something, the knowledge can still be made into a diamond model, while knowledge can become money – value, while the knowledge into the organization’s assets, knowledge, talent go, stay “knowledge” without leaving anyone. Third, the intellectualization of knowledge, using theories and methods to control others, etc., can also have various forms of expression. Now I’m saying, you can write it down, you can draw it, you can use a bunch of different forms, when we do management in three dimensions, what should we do? It is not material, it is composed of events, it is composed of knowledge, it is composed of invisible numbers, and we should carefully consider how it is expressed in three dimensions.

In the way of “three causes and one effect”,

In the way of “three causes and one effect”, the strategy needs the framework, the management needs the process, the action needs the focus, and finally you have to take out the fruit, no matter what framework, what system, no matter whether the science is scientific or not, no matter how the process is done, you will eventually win others. CXO UNION-CXO联盟（cxounion.cn）

What is this structure turning around? Is to raise the dimension of thinking, think when you destroy others one-dimensional, rapid response. The process is the speed of the tube, and then the dimensional reduction of the blow. The real destruction of you is a lot of things, so that you can not resist me. The last one is the winner takes all, I win everything is right. I lose everything is wrong, finally have a result. Therefore, the most difficult thing for the manager is to win, to win the battle. And the things behind it are just said, anyway, there are three truths, that is, the surface, the line, the point, and the last thing is three-dimensional. This three-dimensional, you live, you exist.

In 2018, I said that “practice is the only criterion for testing truth. And victory is the only criterion for testing management.” There is no way, you have to win; Isn’t it hard not to win and everything is wrong? Who wouldn’t work hard? Who doesn’t have a heart? In the end nothing works until it works.

Point, line, surface, three-dimensional, above is gray, below is the plane quarter, to here or two dimensions, and then go forward is the time dimension of moving up.

If you feel too tired, you just find a living ecosystem. If you feel tired, uncomfortable, quickly reincarnate, zero is not finished? Therefore, life can find absolute freedom according to various dimensions, so what are we doing? Isn’t it just a thinking thing? 0 to 1,1 to N, N to 1,1 back to 0, out of nothing, divided in two, thirds, four quadrants, three dimensions, space-time is king, one becomes one, one goes to zero. CXO UNION-CXO联盟（cxounion.cn）

Therefore, when we do things, we must create wealth, make money and create value. Two, get busy, or you’ll get into trouble. Three to have culture, I talk about my values, you talk about your values. I live my time, you live your time, we don’t meet at all, OK? Of course you can. Fourth, nothing to sleep, why do you have to think so much? Have faith. Creativity, imagination, foresight, until I don’t want to – stop thinking. Therefore, life to this level, I think, therefore I am, I move, therefore I live.

Then, according to Yin and Yang, it is only binary, and the meaning is not much, so we should use three lines, which is three lawful, and it is the method of “turning”.

What I want to say is that Yin and Yang are points, the lines and hexagrams are advances, and when the three lines are advances, they are turned, and when you calculate the hexagrams, the three lines will become hexagrams, the three lines will become eight diagrams, and the four lines will become sixteen hexagrams. People often say, “Listen to the party and follow the party!” Someone said, “Listen to the party, understand the party, follow the party!” Yes, so ordinary people are “two,” and someone is “three.” The head of Volvo’s labor union asked Mr. Li why Geely wanted to buy Volvo. ‘I love you,’ Mr. Li replied. Then it explains who Geely is, who Volvo is, and why the relationship will be successful! Why go from “two” to “three”? In the middle is “love.”

So, we talk about “converging”, talking about love in the middle, gazing at each other, looking in the same direction, and then merging.

People often say “buried in the car, but also look up at the road”, Liu Yonghao said “buried in the car, look up at the road, look up at the day”, don’t be so dead. The enterprise has become bigger, not the public? Who can’t it be? Make yourself very tired, assets stay outside, you run inside, how uncomfortable ah, this separation is not very painful? We say that “three” is such a thing, you must choose more than three, do not choose without three. CXO UNION-CXO联盟（cxounion.cn）

So there will be a dimension of thinking, leadership can be. Isn’t that what a diamond model is? Idealism, materialism, dialectical materialism, dialectical idealism, Buddhism stresses only knowledge, can only knowledge? Wouldn’t you be done with one more spin? Only “enlightenment”. All kinds of things, are in you live your, I live my, I say my, you listen to the meaning and I am not the same, I feel like a little everyone is their own people.

I think, therefore I am; I move, therefore I live

Corporate governance, first of all, is principle, then management, then governance, then cultural ethics, then philosophical numerology. What are you working on now? If you can not raise the dimension, these busy things are not repeated, is not a cycle? So, positive, negative, turn, rise, according to this idea, rise to management work, rise to leadership work, too tired, what? A leader. Just a thought leader.

The rising dimension of international competition is to look at China in so many years, one or two hundred years ago, we lost, compete with developed countries, and now mainly compete with the United States, originally selling products, later selling equipment, selling technology, others card our neck, are not all technology? It’s not that yet, it’s about rules and culture, and then it becomes standards. This involves the above is more and more difficult to compatible, each play their own, like blood types, blood transfusions together have hemolysis, more and more incompatible. Therefore, in the past, we talked about cooperation, then we talked about confrontation. And now we don’t talk about confrontation, but we are fighting. CXO UNION-CXO联盟（cxounion.cn）

Therefore, we should not sigh, do not talk so much about human feelings, “if the birth of Yu, how bright”, this is wrong. “If there is Yu, there will be light.” Kill him, and it will be over.

The world is like this, we have five methods of dimensional transformation, linear thinking, curve thinking, cyclical thinking, dimensional thinking, dynamic dimension, but also thinking. I’m not playing with you at all. I think it’s the only way to find what’s going to lead to the future. What do we do with heads, tails, and rotations? Beyond The Times, beyond the cycle, leading The Times, design the future.

The enterprise just make peace, no, the key is to activate the organization. The organization’s system design for who to do, then at this level to upgrade the dimension. The first stage – employment community, the boss for their own work, employees for the boss. The second stage – interests community, employees for their own work, the boss for the enterprise. The third stage – the cause of the community, employees do for themselves, cadres do for the enterprise. The boss do for their children and grandchildren. And later found that children and grandchildren are such a thing, how to do? All for the whole society, who who. So, right, up; Reverse and bear; Closing and turning; Rise, knot, you have to know where the “knot” is. And it has nothing to do with the front, because it is turned away.

So, in accordance with this line of thinking, I want to tell you about my person how to live? Ten years old to learn games, twenty to learn knowledge, thirty to learn economics, forty to learn management, fifty to learn ethics, sixty to learn knowledge, seventy to learn Taoism, eighty to learn breathing, why learn so much? Just breathe. CXO UNION-CXO联盟（cxounion.cn）

Thank you, friends!

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于华夏基石e洞察；编辑/翻译：CXO UNIONCXO联盟小U。

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