【访谈】海尔集团董事局主席周云杰谈转型:“识变、应变、求变”

“一路走来，我们不断探索前行，摸着石头过河，有时候甚至连石头都没有。”在与麦肯锡全球董事合伙人侯文皓对话时，海尔集团董事局主席、首席执行官周云杰如此感慨。

不积小流，无以成江海。海尔集团始终紧跟时代与技术变革的浪潮，通过技术和体系创新持续引领智能制造的发展道路。2023年12月，海尔集团再添两家灯塔工厂。自2018年全球灯塔网络倡议启动至今，海尔集团一共入选8家灯塔工厂，并且打造了第一家中国本土的“可持续灯塔工厂”，形成了“灯塔集群”，覆盖空调、冰箱、洗衣机、热水器等产业，是拥有灯塔工厂数量最多的中国企业。 CXO UNION-CXO联盟（cxounion.cn）

在新晋的两家灯塔工厂中，合肥中央空调工厂应用了高级算法、数字孪生、知识图谱等尖端技术，能效提高33%，缺陷率降低58%，劳动生产率提高49%，单位制造成本下降22%；青岛洗衣机工厂应用了5.5G、高级算法和数字孪生等技术，产品成本优化32%，劳动生产率提高36%，服务投诉率下降85%。

在本期“灯塔企业高层访谈实录”中，周云杰主席多次提到了“变化”，时代在变、环境在变、需求在变，围绕制造业的战略、创新与变化，两位对话人展开了深度探讨。以下为编辑后的访谈实录。

一、战略清晰，灯塔试金

“灯塔试点是很好的标杆，也是我们检验（战略）的试验场”

Q1：首先由衷祝贺海尔集团新增两家灯塔工厂。如今，海尔集团旗下已有8家智能制造灯塔工厂，数量位居中国第一。从单个灯塔工厂，到青岛灯塔基地，再到遍及全国的灯塔集群，海尔如何推动数字化转型从试点走向规模化成功？

周云杰：2018年，海尔中央空调互联工厂成为国内首家灯塔工厂，如今海尔打造出“灯塔集群”，成为拥有灯塔工厂数量最多的中国企业。一路走来，我们不断探索前行，摸着石头过河，有时候甚至连石头都没有。在这个过程中，我认为有三点非常重要： CXO UNION-CXO联盟（cxounion.cn）

首先，制造业基因是基础。从1984年创业以来，海尔始终坚持聚焦实体经济，积累了丰富的制造业经验，这为企业抓住数字经济的发展机遇提供了坚实基础。

第二，清晰的战略是关键。在数字化转型过程中，企业在战略层面一定要有清晰的商业逻辑，有准确、高效的顶层架构设计，可以总体规划、分步实施，不能走一步看一步。海尔探索智能制造，打造灯塔工厂，也不是一蹴而就，而是循序渐进的。

第三，差异化的模式是支撑。企业数字化转型要有明确的切入点或者突破口，不管是从用户侧，还是从研发端、供应链端、市场端都可以，但是一定要找到一个突破口来拉动全局。海尔探索的是从“大规模制造”向“大规模定制”模式的转型，以用户需求来推动制造模式的变革。

Q2：企业如何处理“战略”与“落地”的关系，能让顶层战略更清楚、明白、准确？

周云杰：为了更好地坚持战略，还是要制定清晰的战略路径和战略方向。在探索过程中非常重要的一个方面，就是做出样板。在做样板的过程中可以很好地检验战略，也可以思考新战略，只有在实践过程中才能发现问题，找到正确答案。灯塔试点是很好的标杆，也是我们检验（战略）的试验场。

Q3：海尔不仅在智能制造领域走在中国制造业的潮头，在可持续发展上也持续引领。海尔天津洗衣机工厂是中国本土的第一家世界经济论坛“可持续灯塔工厂”。可持续发展走向“零碳”方向，您觉得海尔在哪些方面将会持续聚焦？

周云杰：当前国家提出“双碳”目标，并大力推进新型工业化，加速制造业高端化、智能化、绿色化转型。海尔始终坚持探索绿色低碳发展之路，具体可以体现为三个“全”： CXO UNION-CXO联盟（cxounion.cn）

一是全流程绿色发展。海尔提出了“6-Green”战略，实现了“绿色设计、绿色制造、绿色营销、绿色回收、绿色处置、绿色采购”，将低碳节能融入到产品全生命周期管理中。以绿色回收为例，海尔打造了中国首个家电再循环互联工厂，每年可以拆解200万台废旧家电，每年的碳减排能力约为1.7万吨。

二是全产业链绿色转型。海尔建立了覆盖产业链全环节的智能协同平台，与上下游企业一同推动全产业链绿色转型。比如，通过使用再生可循环纸浆实现绿色生产，借助光伏清洁能源实现绿色物流，有效降低碳排放；与上下游企业共同打造数字化采购平台，实现碳轨迹可追踪，为进一步打造全要素数字化绿色产业链奠定基础。

三是全生态绿色发展。在实现自身可持续发展的同时，海尔还依托卡奥斯工业互联网平台打造了开放的绿色低碳解决方案赋能平台，提供新能源、智碳管理等全流程解决方案，推动合作伙伴和工业园区实现绿色发展。

二、因时而变，与时俱进

“没有成功的模式，只有自我进化的模式”

Q4：谈到海尔的产品，许多人脱口而出的第一个词就是“高品质”。1985年，张首席[1]带头亲手砸毁了76台有缺陷的冰箱，推动了整个企业追求质量卓越的文化。四十年沧海桑田，个性化定制增加了质量管理的复杂性，消费者对卡萨帝等高端品牌也提出了高质量期望。在数字化转型的大背景下，海尔如何创新，让高品质的产品始终保持高品质，让挑剔的消费者始终满意？

周云杰：时代在变，用户对产品的需求也在变。当前用户对产品品质的需求已不再局限于产品质量，而是需要更好的场景体验。产品是有形的，服务是无形的，而体验是令人难忘的。海尔现在要为用户提供的是全流程的最佳体验，这其中不仅仅是产品，更包括智慧的场景体验等等。 CXO UNION-CXO联盟（cxounion.cn）

在制造端，推动用户从消费者转变为产消者，全流程参与共创。用户永远是对的，在数字化转型的过程中，海尔就是要让用户参与设计、研发、生产等产品创新的全流程中，以更符合用户需求的高品质方案和产品，创造最佳用户体验。

在用户端，打造“三翼鸟”智慧场景解决方案，创造用户新体验。每个用户都有自己的生活方式，“三翼鸟”就是要根据用户的个性化需求，打造智慧生活方案。

Q5：麦肯锡观察到，70%以上的数字化转型会陷入试点陷阱，难以取得规模化成功。其中最主要的挑战往往不在于技术，而在于组织和人。组织和管理模式创新，则恰恰是海尔享誉全球的成功之道之一。这其中最为世人所熟知的，莫过于张首席在2005年提出的“人单合一”模式。这18年来，第四次工业革命、互联网经济、人工智能等新趋势纷至沓来。在您看来，“人单合一”模式是否也在与时俱进？

周云杰：海尔人经常说的一句话就是，“没有成功的企业，只有时代的企业”。这句话同样也适用于“人单合一”模式，也就是没有成功的模式，只有自我进化的模式。现代管理已历经百年发展，管理模式层出不穷，但如果不能自我进化，终将被时代淘汰。

“人单合一”不断地根据时代变化，与时俱进地自我进化，它的创新体现在两个方面：

一是新启蒙，也就是人的自主意识的启蒙。海尔从“制造产品的平台”转化为“孵化创业家的平台”，成功去掉了科层制，实现了对传统管理模式的颠覆，让每个人成为自己的CEO。

二是新价值观，也就是人的价值最大化。这是海尔“人单合一”模式的宗旨，从传统企业追求股东价值最大化，到创建链群合约的生态组织，每个人都可以创造用户价值最大化和自身价值最大化。

“人单合一”的1.0版本是把企业的组织扁平化，把每个人的活力激发出来；向2.0版本的进化是打造生态联合体，并生成智能交互的引擎，推动企业更好地变革。 CXO UNION-CXO联盟（cxounion.cn）

三、面向未来，变中求胜

“时代在变，环境在变，企业要做的就是积极识变、应变、求变”

Q6：伴随着数字化、国际化的转型深化，未来3~5年，海尔集团将面临什么样的挑战？

周云杰：对企业来讲，要发展就必须抓住机遇、应对挑战、解决问题，我认为这几个趋势非常重要：

首先，未来是液态的时代，我们时刻身处变化当中。过去看到的是产品，现在看到的是过程。比如说你购买了一台电动汽车，表面上看是一个现成的产品，但晚上睡觉时可能后台程序就已经迭代了，处于动态的过程中。

其次，未来是人工智能的时代，任何企业都是最聪明的人加上机器。你必须和机器更好地协作。

第三，未来是使用权的时代，使用权重于所有权。比如Uber是世界上最大的网约车公司，但并没有拥有一辆车；Facebook是最大的媒体公司，但它并不拥有内容；阿里巴巴是最大的零售公司，但它并没有库存。

这些都是很大的挑战，需要我们在观念和思维上与时俱进，否则就会被时代淘汰。

Q7：海尔需要什么样的新型竞争力去面对并解决挑战？

周云杰：时代在变，环境在变，企业面临的发展环境变化很快，对所有企业都是一样的。企业要做的就是积极识变、应变、求变，以变应变，变中求胜。

对企业来说，人是最重要的资产，因为只有人才能为为企业创造价值。所以，海尔在“人单合一”模式下探索出全员创客制，为全体创客提供了自我价值实现的事业机会，充分激发每个人的创业创新热情，目前创客合伙人已经近1.5万人。

面对复杂多变的市场环境，做企业要经得起诱惑、耐得住寂寞，保持战略定力，这个是很大的一个挑战。对海尔来说，我们也是心无旁骛，将持续聚焦智慧住居和产业互联网两大赛道。

Q8：海尔从传统制造企业转型为智能制造型、互联网服务型企业，背后一定有着一群了不起的组织和人。中国的制造企业都非常了不起，只争朝夕，追求创新，勇于试错。能否送中国制造业的奋斗者们一句寄语？

周云杰：“成功的道路并不拥挤，因为坚持的人太少了”，正因为对灯塔工厂的这份坚持，所以我们的灯塔事业才越来越好！ CXO UNION-CXO联盟（cxounion.cn）

翻译：

Zhou Yunjie, Chairman of the Board of Directors of Haier Group, talks about transformation: “Recognizing change, adapting and seeking change”

“Along the way, we kept exploring and crossing the river by feeling the stones, sometimes without any stones at all.” In the dialogue with McKinsey global Managing partner Hou Wenhao, Haier Group Chairman of the board of directors, CEO Zhou Yunjie so emotional.

Without small streams, there is no river. Haier Group has always followed the tide of The Times and technological change, and continues to lead the development path of intelligent manufacturing through technological and system innovation. In December 2023, Haier Group added two more lighthouse factories. Since the launch of the Global Lighthouse Network initiative in 2018, Haier Group has selected a total of 8 lighthouse factories, and built the first local “sustainable lighthouse factory” in China, forming a “lighthouse cluster”, covering air conditioning, refrigerators, washing machines, water heaters and other industries, and is the Chinese enterprise with the largest number of lighthouse factories.

Among the two new lighthouse factories, Hefei Central air conditioning factory applied advanced algorithms, digital twins, knowledge graph and other cutting-edge technologies, which increased energy efficiency by 33%, reduced defect rate by 58%, increased labor productivity by 49%, and reduced unit manufacturing cost by 22%. The Qingdao washing machine factory applied 5.5G, advanced algorithms and digital twins and other technologies to optimize product costs by 32%, improve labor productivity by 36%, and reduce service complaints by 85%. CXO UNION-CXO联盟（cxounion.cn）

In this issue of “Lighthouse enterprise senior executive Interview record”, Chairman Zhou Yunjie repeatedly mentioned “change”, The Times are changing, the environment is changing, the demand is changing, around the manufacturing industry strategy, innovation and change, the two interlocutors launched an in-depth discussion. The following is an edited transcript of the interview.

1. Clear strategy, lighthouse test gold

“The lighthouse pilot is a good benchmark and a testing ground for our test (strategy).”

Q1: First of all, sincere congratulations to Haier Group for the new two lighthouse factories. At present, Haier Group has eight intelligent manufacturing lighthouse factories, ranking first in China. From a single lighthouse factory, to the Qingdao lighthouse base, and then to the lighthouse cluster throughout the country, how does Haier promote the digital transformation from pilot to large-scale success?

Zhou Yunjie: In 2018, Haier Central air-conditioning Interconnection Factory became the first lighthouse factory in China, and now Haier has created a “lighthouse cluster”, becoming the Chinese enterprise with the largest number of lighthouse factories. Along the way, we keep exploring, feeling the stones across the river, sometimes even without stones. In this process, I think three points are very important:

First, the manufacturing gene is the foundation. Since its establishment in 1984, Haier has always focused on the real economy and accumulated rich manufacturing experience, which provides a solid foundation for enterprises to seize the development opportunities of the digital economy.

Second, a clear strategy is key. In the process of digital transformation, enterprises must have a clear business logic at the strategic level, have an accurate and efficient top-level architecture design, and can be overall planned and implemented step by step, rather than step by step. Haier’s exploration of intelligent manufacturing and the building of a lighthouse factory is not achieved overnight, but gradually.

Third, the mode of differentiation is the support. Enterprise digital transformation must have a clear entry point or breakthrough, whether from the user side, or from the R & D side, the supply chain end, the market end can be, but must find a breakthrough to pull the overall situation. Haier explores the transformation from “mass manufacturing” to “mass customization” mode, and uses user needs to promote the change of manufacturing mode. CXO UNION-CXO联盟（cxounion.cn）

Q2: How do enterprises deal with the relationship between “strategy” and “landing” to make the top-level strategy more clear, understandable and accurate?

Zhou Yunjie: In order to better adhere to the strategy, it is necessary to formulate a clear strategic path and strategic direction. A very important aspect of the exploration process is to make examples. In the process of making a model, you can test the strategy well, and you can also think about new strategies. Only in the process of practice can you find the problem and find the right answer. The lighthouse pilot is a good benchmark and a testing ground for our testing (strategy).

Q3: Haier is not only at the forefront of China’s manufacturing industry in the field of intelligent manufacturing, but also continues to lead in sustainable development. Haier’s washing machine factory in Tianjin is China’s first local WEF “Sustainable Lighthouse Factory”. Sustainable development towards the direction of “zero carbon”, what aspects do you think Haier will continue to focus on?

Zhou Yunjie: At present, the country has put forward the goal of “double carbon”, and vigorously promote new industrialization, and accelerate the transformation of high-end, intelligent and green manufacturing. Haier has always adhered to exploring the road of green and low-carbon development, which can be reflected in three “all” :

First, the whole process of green development. Haier puts forward the “6-Green” strategy, realizes “green design, green manufacturing, green marketing, green recycling, green disposal, green procurement”, and integrates low carbon and energy saving into the whole life cycle management of products. Taking green recycling as an example, Haier has built China’s first home appliance recycling connected factory, which can disassemble 2 million used appliances every year, and has an annual carbon emission reduction capacity of about 17,000 tons. CXO UNION-CXO联盟（cxounion.cn）

Second, green transformation of the whole industrial chain. Haier has established an intelligent collaboration platform covering all links of the industrial chain to promote the green transformation of the entire industrial chain together with upstream and downstream enterprises. For example, through the use of renewable recycled pulp to achieve green production, with the help of photovoltaic clean energy to achieve green logistics, effectively reduce carbon emissions; Jointly build a digital procurement platform with upstream and downstream enterprises to achieve traceable carbon trajectories and lay the foundation for further building an all-factor digital green industry chain.

Third, ecological and green development. While achieving its own sustainable development, Haier also relies on the Kaos Industrial Internet platform to create an open green and low-carbon solution enabling platform, providing new energy, smart carbon management and other whole-process solutions to promote partners and industrial parks to achieve green development.

2. Keep pace with The Times as times change

“There is no model for success, only a model for self-evolution.”

Q4: When it comes to Haier products, the first word that many people blurt out is “high quality”. In 1985, Chief Zhang [1] took the lead in personally destroying 76 defective refrigerators, promoting a culture of quality excellence throughout the company. Forty years have changed, personalized customization has increased the complexity of quality management, and consumers have also put forward high quality expectations for high-end brands such as Casati. In the context of digital transformation, how does Haier innovate, so that high-quality products always maintain high quality, so that picky consumers are always satisfied?

Zhou Yunjie: Times are changing, and users’ demand for products is also changing. The current user’s demand for product quality is no longer limited to product quality, but needs a better scene experience. Products are tangible, services are intangible, and experiences are memorable. Haier now wants to provide users with the best experience of the whole process, which is not only the product, but also the intelligent scene experience and so on.

At the manufacturing end, it promotes users to transform from consumers to producers and consumers, and participates in the whole process. The user is always right, in the process of digital transformation, Haier is to let users participate in the whole process of design, research and development, production and other product innovation, to better meet the needs of users with high-quality solutions and products, to create the best user experience. CXO UNION-CXO联盟（cxounion.cn）

On the client side, create a “three-winged bird” intelligent scene solution to create a new user experience. Each user has his own way of life, “three-winged bird” is to create a smart life plan according to the individual needs of users.

Q5: McKinsey observed that more than 70% of digital transformations fall into the pilot trap and are difficult to achieve scale success. The main challenge is often not technology, but organizations and people. The innovation of organization and management model is precisely one of the successful ways of Haier’s worldwide reputation. Among them, the most well-known is the “person-single integration” model proposed by Zhang Chief in 2005. Over the past 18 years, new trends such as the fourth Industrial Revolution, the Internet economy, and artificial intelligence have arrived. In your opinion, is the “single person” model also advancing with The Times?

Zhou Yunjie: Haier people often say that “there is no successful enterprise, only the enterprise of The Times.” The same can be said of the “one person and one person” model, that is, there is no model of success, only a model of self-evolution. Modern management has been developed for hundreds of years, and management models emerge endlessly, but if they cannot self-evolve, they will eventually be eliminated by The Times.

“Human single integration” constantly evolves according to the changes of The Times and keeps pace with The Times. Its innovation is reflected in two aspects:

The first is the new enlightenment, that is, the enlightenment of man’s autonomous consciousness. Haier transformed from a “platform for manufacturing products” to a “platform for incubating entrepreneurs”, successfully removed bureaucracy, realized the subversion of the traditional management model, and made everyone become their own CEO. CXO UNION-CXO联盟（cxounion.cn）

The second is the new value, which is to maximize the value of human beings. This is the purpose of Haier’s “person-single integration” model, from the traditional enterprise to the pursuit of shareholder value maximization, to the creation of chain group contract ecological organization, everyone can create user value maximization and their own value maximization.

The 1.0 version of “single person integration” is to flatten the organization of the enterprise and stimulate the vitality of everyone; The evolution to version 2.0 is to build ecological consortia and generate engines of intelligent interaction to drive better enterprise change.

3. Face the future, change and win

“The Times are changing, the environment is changing, and what enterprises have to do is to actively recognize change, adapt and seek change.”

Q6: With the deepening transformation of digitalization and internationalization, what challenges will Haier Group face in the next 3 to 5 years?

Zhou Yunjie: For enterprises to develop, they must seize opportunities, cope with challenges and solve problems. I think these trends are very important:

First of all, the future is a liquid age, and we are constantly changing. In the past, we saw the product, now we see the process. For example, if you buy an electric car, it seems to be a ready-made product, but the background program may have iterated when you sleep at night, and it is in the dynamic process. CXO UNION-CXO联盟（cxounion.cn）

Secondly, the future is the era of artificial intelligence, and any business is the smartest people plus machines. You have to work better with machines.

Third, the future is the era of use rights, use rights over ownership. Uber, the world’s largest ride-hailing company, doesn’t own a car. Facebook is the biggest media company, but it doesn’t own the content; Alibaba is the largest retail company, but it doesn’t have inventory.

These are great challenges, and we need to keep pace with The Times in our ideas and thinking, otherwise we will be eliminated by The Times.

Q7: What kind of new competitiveness does Haier need to face and solve the challenges?

Zhou Yunjie: The Times are changing, the environment is changing, and the development environment facing enterprises is changing rapidly, which is the same for all enterprises. What enterprises have to do is to actively recognize change, strain, seek change, change strain, and win in change.

For enterprises, people are the most important asset, because only people can create value for the enterprise. Therefore, Haier in the “single person” mode to explore the full maker customization, to provide all makers with self-value realization career opportunities, fully stimulate everyone’s enthusiasm for entrepreneurship and innovation, the current maker partners have nearly 15,000 people.

In the face of complex and changing market environment, it is a great challenge for enterprises to withstand temptation, withstand loneliness, and maintain strategic focus. For Haier, we are also undistracted and will continue to focus on the two major roads of smart residential and industrial Internet.

Q8: Haier’s transformation from a traditional manufacturing enterprise to an intelligent manufacturing and Internet service enterprise must have a group of remarkable organizations and people behind it. China’s manufacturing enterprises are very great, only seize the day, the pursuit of innovation, the courage to trial and error. Can you send a message to the strivers of China’s manufacturing industry?

Zhou Yunjie: “The road to success is not crowded, because there are too few people who insist”, it is because of the persistence of the lighthouse factory, so our lighthouse cause is getting better and better! CXO UNION-CXO联盟（cxounion.cn）

由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于mckinsey；编辑/翻译：CXO UNIONCXO联盟小U。

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