【观点】宋志平：做有效的经营者

宋志平先生认为，“发现价值、创造价值和绩效其实就是企业家的硬仗。”

宋志平先生的演讲全文：

今天非常高兴来这儿跟大家交流，首先感谢机械工业出版社出版了我的这本新书《经营制胜》。去年也是机械工业出版社出版了我的《企业迷思》，今年年初被评为优秀图书奖一等奖。

我想今天给大家讲三段话。

第一段话：从管理到经营

《经营制胜》这本书的一个核心观点，就是从管理到经营。其实，这是我近几年反复思考的一个问题，不仅给央企和大企业领导人讲过，还是我在清华五道口2018、2019这两年上课的一个主要内容。为什么要从管理到经营？我是这样考虑的：

从改革开放到现在，我们从最初短缺的工业时代已经进入一个过剩的新经济时代。我们企业的主要矛盾发生了深刻的变化。 CXO UNION-CXO联盟（cxounion.cn）

我是过来人，1979年就开始工作，在大型企业做过技术员、销售员，做过副厂长、厂长。副厂长做过7年，厂长做过10年，所以我是经历过管理热潮的那一代人。

改革开放初期，我们的企业管理和西方差距很大，其实，西方也有同样的经历。20世纪五六十年代，西方经历了管理热潮，日本后来在六七十年代也经历了管理热潮，我们在八九十年代经历了管理热潮。

在管理热潮的时候，我就是厂长。所以，那时我经常去日本，学习日本的管理，从日本引入了“管理十八法”进行推广。时间过得很快，一晃40年过去了，今天中国的企业管理从全球来看可以说也不落后，尤其经过这些年的中外合资、代工等，我们工厂的管理水平已经很高了。

近几年，我又到日本丰田、德国奔驰这些汽车企业去看，个人感觉我们自己的汽车企业在管理上跟它们差不多了。

但是，现在有一个新的问题，就是什么都过剩了。对今天的企业来讲，管理不是不重要，而是它不再是企业的一个主要矛盾。

今天的主要矛盾是什么呢？那就是企业在面临市场、技术、创新的不确定性时，要做出正确的选择，而我称这个选择为“经营”。

现在西方语境里的“management”这个英文单词在中文语境下对应的应该是“经营管理”。在中文语境里，我们的“管理”大多数时候还是眼睛向内，苦练内功，提高效率，针对的是这些东西。而我们认为“经营”是要提高效益。

所以，西方的“management”和东方的“管理”是不同的。我喜欢把经营和管理分开，我认为我们今天很多企业面临的问题不再是传统的管理问题，即把成本降低，把质量做好，把服务做好。其实，即使你管理做得都很好，如果你的选择不正确，你依然会失败，这不光是我们的认识。 CXO UNION-CXO联盟（cxounion.cn）

美国哈佛商学院克里斯坦森教授1997年写了一本书，叫《创新者的窘境》，当时就提出来，如果企业过于依赖管理可能会衰败，也就是说，如果和创新失之交臂，我们就有可能失败。

所以，我讲这个逻辑的道理是什么呢？那就是今天对很多企业来讲，主要领导人的主要精力应该上升到经营决策，就是对战略的选择、对形势的判断，这方面是主要工作，而不要再像过去一样管来管去的。不是管理不重要，而是经营更重要。

管理怎么办呢？下移给部下就可以了，而主要的领导人得盯着变化。也就是说，经营是“做正确的事”，管理是“正确地做事”。

我在德国遇到德国前业主委员会的主席，这个业主委员会就相当于我们的中国企业家协会。他80多岁了，我就问他：“根据你80多年的人生经验，你觉得企业最重要的是什么？”

他说了两句话：第一句话是，领导要做正确的事，要做正确的选择；第二句话是，部下们要正确地做事。

所以，这既是一个经营题目，又是一个管理题目，从经营层面来看，今天重要的事情是要做正确的事；而从管理层面来看，重要的是“正确地做事”。如果把这两者联合起来，那就是我们今天的使命。

这就是《经营制胜》一书的核心观点，也是我2018～2019年在清华五道口讲课的一个重要内容：为什么从管理到经营，主要是我的一些观点。 CXO UNION-CXO联盟（cxounion.cn）

第二段话：做一个有效的经营者

大家知道，德鲁克先生在20世纪60年代的时候写过一本书，叫《卓有成效的管理者》，提出了有效管理者的五个基本能力，第一个就是管理自己的时间，我今天在这里不再赘述，大家看网上的注释就会知道。

我今天给大家讲一下要做有效的经营者。要做有效的经营者，我提出了五项核心能力。

1. 正确的选择

今天我们讲到战略问题，其实，战略就是选择，做什么，不做什么。过去，我写的几本书里专门讲到战略最重要的是目标设定，缺什么找什么，而不是有什么做什么。

这正好也和瑞·达利欧写的那本《原则》比较契合，他所谓的做事的原则，就是先定目标，再看如何完成目标的问题，研究解决问题的方案，最后再去执行。

所以，我们既要正确地选择业务，也要正确地选择人。很多企业在选择业务的时候，选来选去、来回变换，始终也没选到一个好的业务。但是有的企业选好一个业务以后，就扎扎实实地一直做下去，不停地进行持续创新，做得就很好。因而，选业务至关重要，选定了以后，就要一直把它做下去。

选人和选业务哪个更重要？

我说先人后事，再好的业务没有人做，这个业务也做不好，而且无法证明你的业务选择是否正确。所以，选人很重要。

选什么样的人呢？我说两点很简单的标准： CXO UNION-CXO联盟（cxounion.cn）

第一，要政治正确，德才兼备，以德为先。为什么要选人格厚重，要选有德行的人？因为只有人格厚重才能使得事业长久，企业才能长久。

第二，选专业主义者、痴迷者，睁开眼睛就想这件事，晚上睡前还想这件事，非常痴迷。

所以，选干部不要选万金油式的干部，什么都懂，而是要选非常专业，能把一件事情吃透的人，扎扎实实地去做，这样企业才可能做成功。

2. 有效的创新

创新不要都做高科技，其实，创新既有高科技，也有中科技，还有低科技，甚至零科技。

零科技是什么？零科技就是商业模式的创新，新的商业模式里没太多科技。德鲁克先生在1985年出版的《创新与企业家精神》那本书里提出了零科技商业模式的创新。我觉得，这是非常重要的。

但是，创新一定要有效，要有目的。有目的的创新实际上可以减少创新风险的90%，因为大家都知道创新是有风险的，我们老讲不创新等死，创新找死。这指的是盲目的创新。

但是，不少企业创新很盲目，所以造成了很多的损失。创新是有风险的，企业家的任务是什么呢？那就是要平抑这些风险，减少这些风险。 CXO UNION-CXO联盟（cxounion.cn）

当年熊彼特先生讲企业家的时候，他说企业家是“创新+冒险”，这是1912年提出的，在工业时代早期，机会遍地，确实你敢冒险就可以。像中国改革开放初期，你冒险就行，有“胆商”就行。

但是到了1985年，德鲁克写《创新与企业家精神》一书的时候，已经是工业成熟时期了，他发现冒险不行了，他认为企业家应该要创新，创造财富，企业家的本能是有目的地寻找机遇。同时，他还认为企业家的能力是平抑和减少风险。

今天也一样，这个时代的企业家能力是什么？我们都在创新，你的创新失败了，我的创新成功了，我就成了企业家。这就是为什么我今天总是讲有效的创新，这是企业家经营的一项核心能力。

3. 创造价值

对今天的企业家来讲，很重要的是企业必须得获利，或者企业必须得发现价值，并创造价值和绩效，今天我们不光要重视企业绩效还要重视企业价值的创造，这对企业来讲至关重要。

大家可能会说，这个我懂，做企业就是要赚钱。但是，你看有多少企业赚不到钱呢？多少企业市值很低呢？

所以，发现价值、创造价值和绩效其实就是企业家的硬仗。衡量这个企业家是不是优秀，最后还是回到了价值和绩效。所以，这是有效经营者的一个核心能力。 CXO UNION-CXO联盟（cxounion.cn）

4. 整合资源

我刚才讲的我们几乎每个行业现在都过剩。比如，水泥这个行业过剩35%，我再搞一个硕大无比的水泥厂，有没有必要？所以，我们要整合它。当今世界大企业几乎无一例外都是靠联合重组发展起来的，今天考验企业家的不见得是创造资源的能力，而是整合资源的能力。所以，企业家的资源整合能力是非常重要的。

5. 共享机制

今天，我们社会中的大问题是什么？那就是两极分化。虽然我们的经济那么好，但是大家的一个隐忧就是两极分化，怎么办？

我们非常赞赏那些会赚钱的企业家，但是这些钱、财富究竟该怎么分配？这可能变成一个核心问题。怎么解决呢？

过去我们吃大锅饭，搞平均主义，造成了效率的降低，公平但没效率。我们现在讲究了效率，但是出现了公平问题，有没有一个解决方案呢？

我觉得在企业这种微观层面，我们可以用机制这一方法来解决它。什么叫机制？那就是企业效益和员工利益之间的正相关关系，这就是机制。 CXO UNION-CXO联盟（cxounion.cn）

所以，我们今天说的人力资源、人力资本其实也是资本，应该和金融资本一样进行分配，这就是机制的原理。有了机制，财富就可以更科学地进行分配，就会创造大量的中产阶层，就会逐渐消除两极分化，既坚持了效率优先，又兼顾了公平。我们都可以做到，所以我主张今天企业应该大力开展共享机制。

过去企业的目标是什么？20世纪70年代，美国商业圆桌会议就讲，让投资者和股东利益最大化；90年代，他们开会重申了这个原则。我们中国企业过去也是这样想的，也是这样做的，要股东利益最大化。但是直到2019年，美国商业圆桌会议发表申明，这有问题，企业应该照顾到相关者的共同利益，企业的目的应该是让社会更加美好。也就是说，利益不一定都要让股东分去，应该拿出一部分给一些有能力、有贡献、为企业付出的劳动者，我觉得这个很重要的。

过去的晋商，也就是清朝的山西商人，他们是怎么分配的呢？他们到年底的时候，东家利润分红50%，另外的50%中由掌柜、账房先生分25%，伙计们分25%。这不是工资和奖金，而是最终的年底分红。大家去看，在清代的时候，晋商的机制就很好。我去华为和国企万华，这些好的企业都是因为它们有非常好的内部机制。所以，它们才发展得很快。

所以，我认为今天一个有效的经营者，也得有这种先进的分配机制或方式和这种分配的理念。

第三段话：我为什么要写书

我估计每个人脑子里都在想，宋总干嘛要写书？他不是做企业的嘛？央企领导人，写书而且写了那么多本。到今天加上这一本，我一共写了十几本书，有几本我觉得写得还可以。

第一本是中信出版的《经营方略》，那本书是我这么多年来的一个记录，是在我1000万字记录里边淘出来的35万字，没有经过修改，就原汁原味地放在了那儿。所以，那本书就是我经营的素材，这么多年我都做了什么，是怎么想的。有些读者喜欢这本书。

第二本是财富出版社出版的《问道管理》，是中国政法大学商学院管理系主任带着5个MBA学生，每个礼拜天来找我，就问问题，用了五个礼拜天，30多个小时，问了508个问题。这本书也是原汁原味的，先是录音下来，然后整理出来，就出版了。大家可以看，那本书也是很质朴的一本书。

第三本就是去年1月份机械工业出版社出版的《企业迷思》，这是我2015～2017年三年时间里给北大光华管理学院讲课的核心内容。 CXO UNION-CXO联盟（cxounion.cn）

实际上，我从1994年开始就给清华、北大讲课，因为当时的大企业很少。我那时是北新建材总厂的厂长，也读过MBA，他们把我请去给他们当实践老师，没想到一当就当了25年。

前年年底清华白院长说，宋总在清华给我们讲了25年的课，好像我们在座的25年教龄的人都不多吧，我们也奖励一下宋总。所以，他们给了我一个“杰出贡献奖”。

2015～2017年这三年我讲了一个什么内容呢？讲的题目叫“穿越迷思做企业”，主要是讲在做企业过程中经常有一些困惑。比如说，今天讨论的多元化、专业化，高科技、中科技、低科技等。实际上，我经常在脑子里想这些事情，这都构成我的迷思。做企业恰恰就是要边思考，边往前走，穿越迷思。所以，我当时讲了100个故事，100个观点，20对迷思，给大家连续讲了三年。

机械工业出版社把这个整理出来，就是去年出的《企业迷思》。优点是它也很真实，这本书被评为2020年度机械工业出版社优秀图书奖一等奖。

《经营制胜》这本书来自我在清华五道口给他们的企业博士们讲的课，是2018和2019两年给他们讲课的记录。

我常讲，我哪里会写书？我不是在这儿谦虚，这是我的心里话。大家想想，我做企业，做两家央企，还要去写书。所以，我的书大部分是我的经营和管理体会，是对过去总结和归纳而已。我写的书不是写出来的，是做出来的，都是我自己经历过的、我自己思考过的。因此，我才给大家讲，然后再把它归纳起来，这就是我的那些书。

我有一个目的，就是把我们这些企业和我们这些经历写出来，给我们年轻的一代，让他们去读，给他们插上路标。我们过去一些成功和失误，我们走过的一些路，我想让他们知道我们曾经在什么地方出过问题，该怎么走，就像路标一样。路标是怎么做的呢？那就是前人走路的时候给你插上的。 CXO UNION-CXO联盟（cxounion.cn）

我的老领导陈清泰，过去是国务院发展研究中心的书记，他说志平，你要写书，不能让我们的企业家总是从零开始。你看西方大企业家都写了很多书，咱们的企业家自己也动动手，动动笔。这是陈主任十几年前跟我说的，我这个人比较认真，我想他说得对，所以就要做。我希望能给大家插上这些路标，也是很有意义的。

有时候年轻人说，宋总，我挺喜欢读你的书。我想跟大家说，我的书你读了，其实不能保证你成功；也不能保证读了就能做成世界500强，况且，也不见得大家非得要做世界500强。我说读我的书有一个好处，你可以少犯错误。

我的书，与其说是我的经验，不如说更多的是我的教训。我在书里边很多观点、体会，不少是来自我过去走过的弯路。我铭心刻骨的一些东西才愿意给大家讲，讲了以后，你们就别再犯这些错误了。

大家看《苏世民：我的经验与教训》，就是黑石创始人写的一本书，主题非常明确。我想我的书也是我的经验与教训。

有些人对我写书的时间感兴趣，说宋总你什么时候写书？

其实，我首先是个读书人，大部分读书是晚上十点钟到十二点钟。所以机械工业出版社华章分社出的那些经管书，我大部分都读过，或者阅览过。 CXO UNION-CXO联盟（cxounion.cn）

什么时候写这些东西呢？早晨，因为早晨清醒的时候我会思考这些，写书、写文章。晚上一般不写，如果写，也要很晚了才写，十二点以后我可能会写，我能够深度思考的时候才可能去写东西。

这些年我特别地忙，大家知道我过去管过两个世界500强，管一个已经压力很大了，有人说宋总，你是怎么管两个世界500强的？是不是有特别的能力？我说没有，我管两个世界500强是大家每天用8小时工作，我可能比大家多工作了一倍的时间，多年来，我几乎没有休过星期天，也沒休过一个年假。这个情况下，我还要花一些时间去读书，还去写作，确确实实是很忙碌的。

这么多年，有个格言一直鼓舞着我，叫“忙碌的蜜蜂没有悲哀的时间”，忙来忙去的就顾不着想别的了。

我今天就跟大家讲这三段话，谢谢大家！

翻译：

Song Zhiping: Be an effective operator

Mr. Song Zhiping believes that “discovering value, creating value and performance are actually the hard battle of entrepreneurs.”

Full text of Mr. Song Zhiping’s speech:

It is a great pleasure to be here today to communicate with you. First of all, I would like to thank the Machine Press for publishing my new book “Business Wins”. Last year was also the Machinery Industry Press published my “Enterprise Myth”, at the beginning of this year was awarded the first prize of the excellent book award. CXO UNION-CXO联盟（cxounion.cn）

I want to make three remarks to you today.

The first paragraph: From management to operation

One of the core ideas of the book “Business Wins” is to move from management to operation. In fact, this is a question that I have thought about repeatedly in recent years, not only to the leaders of central enterprises and large enterprises, but also a main content of my classes in Tsinghua Wudaokou in 2018 and 2019. Why go from management to operation? Here’s how I think about it:

Since the reform and opening up, we have entered a new economic era of surplus from the initial industrial era of shortage. The principal contradiction of our enterprise has undergone profound changes.

I started to work in 1979. I have worked in large enterprises as a technician, salesman, deputy factory director and factory director. Deputy factory director for seven years and factory director for 10 years, so I am part of the generation that experienced the management boom.

In the early days of reform and opening up, there was a big gap between our business management and that of the West. In fact, the West had the same experience. The West had a management boom in the 1950s and ’60s, Japan later had a management boom in the’ 60s and ’70s, we had a management boom in the’ 80s and ’90s.

I was the factory director when it came to managing the boom. Therefore, at that time, I often went to Japan to learn Japanese management, and introduced the “eighteen Laws of Management” from Japan for promotion. Time flies, 40 years have passed, today China’s enterprise management from a global point of view can be said to be not backward, especially after these years of Sino-foreign joint ventures, foundry, etc., our factory management level has been very high.

In recent years, I have visited automobile companies such as Toyota in Japan and Mercedes-Benz in Germany, and I personally feel that our own automobile companies are almost the same as them in terms of management. CXO UNION-CXO联盟（cxounion.cn）

But now there is a new problem: there is an excess of everything. For today’s enterprises, management is not unimportant, but it is no longer a major contradiction.

What is the main contradiction today? That is, when enterprises face the uncertainty of market, technology and innovation, they must make the right choice, and I call this choice “management”.

The English word “management” in the western context should correspond to “operation and management” in the Chinese context. In the Chinese context, most of our “management” is still looking inward, working hard to practice internal skills and improve efficiency, aiming at these things. We believe that “management” is to improve efficiency.

Therefore, “management” in the West and “management” in the East are different. I like to separate operation and management, and I think the problems that many of us are facing today are no longer traditional management problems, that is, getting costs down, getting quality right, getting service right. In fact, even if you do a good job of management, if your choice is not correct, you will still fail, and this is not just our understanding.

In 1997, Professor Christensen of Harvard Business School wrote a book called “The Innovator’s Dilemma”, which pointed out that if enterprises rely too much on management, they may fail, that is to say, if they miss innovation, we may fail. CXO UNION-CXO联盟（cxounion.cn）

So, what is the rationale behind this logic? That is, for many enterprises today, the main energy of the main leaders should rise to the business decision, that is, the choice of strategy, the judgment of the situation, this aspect is the main work, and no longer as in the past. It is not that management is unimportant, but that operation is more important.

What about management? Subordinates can do it, and the main leaders have to keep an eye on change. In other words, management is “doing the right thing” and management is “doing the right thing”.

In Germany, I met the chairman of the former German Owners’ Committee, which is our equivalent of the Chinese Entrepreneurs’ Association. When he was in his 80s, I asked him, “Based on your life experience of more than 80 years, what do you think is the most important thing in a business?”

He said two words: the first sentence is that leaders should do the right thing and make the right choice; The second sentence is that the subordinates must do things correctly.

So, this is both a business issue and a management issue, and from an operational perspective, the important thing today is to do the right thing; From a management perspective, what matters is “doing things right”. If we unite the two, that is our mission today.

This is the core point of view of the book “Winning Business”, and it is also an important content of my lecture in Tsinghua Wudaokou in 2018 and 2019: Why from management to management, mainly my views.

The second paragraph: Be an effective operator

As you know, in the 1960s, Mr. Drucker wrote a book called “Effective managers”, which put forward the five basic abilities of effective managers, the first is to manage their own time, I will not repeat it here today, you will know by reading the online notes.

I’m going to talk to you today about being an effective manager. To be an effective manager, I have proposed five core competencies. CXO UNION-CXO联盟（cxounion.cn）

1. Make the right choice

Today we are talking about strategy. In fact, strategy is choosing what to do and what not to do. In the past, I’ve written several books that say the most important thing about strategy is goal-setting, finding what’s missing, not doing what’s available.

This also happens to be in line with the book “Principles” written by Ray Dalio, his so-called principle of doing things, is to first set goals, then look at how to accomplish the goal, research solutions to the problem, and finally implement.

Therefore, we have to choose the business correctly, but also choose the people correctly. Many enterprises in the choice of business, choose to choose, change back and forth, always did not choose a good business. However, after some companies choose a business, they will do it in a solid way, constantly carry out continuous innovation, and do it very well. Therefore, it is very important to choose a business, and once you have chosen it, you must continue to do it.

Which is more important, the people or the business?

I said, no matter how good the business is no one to do, this business is not good, and can not prove that your business choice is correct. So, the choice is important.

What kind of people? Let me say two very simple criteria:

First, we must be politically correct, have both virtue and ability, and put morality first. Why choose a person with a thick personality and a virtuous character? Because only the thick personality can make the career long, the enterprise can be long.

Second, choose professionals, enthusiasts, open your eyes to think about it, and think about it before going to bed at night, very obsessed.

Therefore, the selection of cadres do not choose all-gold cadres, who know everything, but to choose very professional people who can understand one thing thoroughly, and do it in a solid way, so that enterprises can be successful. CXO UNION-CXO联盟（cxounion.cn）

2. Effective innovation

Innovation should not be all high-tech, in fact, innovation has both high-tech, but also medium technology, and low technology, and even zero technology.

What is Zero tech? Zero technology is the innovation of business models, and there is not much technology in new business models. In his 1985 book Innovation and Entrepreneurship, Mr. Drucker proposed the innovation of a zero-technology business model. I think this is very important.

However, innovation must be effective and purposeful. Purposeful innovation can actually reduce the risk of innovation by 90%, because we all know that innovation is risky, we always say that if we do not innovate and wait for death, innovation will seek death. This refers to blind innovation.

However, many enterprises innovate blindly, so it causes a lot of losses. Innovation is risky, what is the entrepreneur’s task? That is to smooth these risks, reduce these risks.

When Schumpeter talked about entrepreneurs, he said that entrepreneurs are “innovation + risk”, which was proposed in 1912, in the early industrial age, opportunities are everywhere, indeed you can take risks. Like in the early days of China’s reform and opening up, you can take risks, and you can have “courage businessmen”.

But by 1985, when Drucker wrote the book Innovation and Entrepreneurship, it was already a mature period of industry, and he found that taking risks was no longer possible. He believed that entrepreneurs should innovate and create wealth, and the instinct of entrepreneurs was to seek opportunities purposefully. At the same time, he also believes that the ability of entrepreneurs is to calm and reduce risk.

Today, too, what are the entrepreneurial capabilities of this era? We all innovate, your innovation fails, my innovation succeeds, I become an entrepreneur. That’s why I’m always talking about effective innovation today, which is a core competency of entrepreneurship.

3. Create value

For today’s entrepreneurs, it is very important that the enterprise must make a profit, or the enterprise must discover value and create value and performance, today we should not only pay attention to the enterprise performance but also pay attention to the enterprise value creation, which is crucial for the enterprise. CXO UNION-CXO联盟（cxounion.cn）

People may say, I understand this, business is to make money. But how many businesses can’t make money? How many companies have low market capitalization?

Therefore, discovering value, creating value and performance are actually the hard battle of entrepreneurs. Measuring whether the entrepreneur is good or not comes back to value and performance. Therefore, this is a core competence of an effective operator.

4. Consolidate resources

We have excess in almost every industry that I just talked about. For example, the cement industry surplus 35%, I set up a huge cement factory, is it necessary? So, we need to integrate it. In today’s world, large enterprises almost without exception are developed by joint reorganization, and the test of entrepreneurs today is not necessarily the ability to create resources, but the ability to integrate resources. Therefore, the entrepreneur’s resource integration ability is very important.

5. Sharing mechanism

What are the big problems in our society today? That is polarization. Although our economy is so good, but one of the hidden worries of everyone is polarization, how to do?

We appreciate entrepreneurs who can make money, but how should this money and wealth be distributed? This could become a central issue. How to solve it?

In the past, we ate a big pot and practiced egalitarianism, resulting in reduced efficiency, fairness but no efficiency. We are now focusing on efficiency, but there is a problem of fairness, is there a solution?

I think at the micro level of the enterprise, we can use the mechanism to solve it. What is a mechanism? That is the positive correlation between enterprise efficiency and employee benefit, this is the mechanism.

Therefore, the human resources and human capital we are talking about today are actually capital and should be distributed like financial capital, which is the principle of the mechanism. With a mechanism in place, wealth can be distributed more scientifically, a large middle class will be created, and polarization will gradually be eliminated, giving priority to efficiency and taking into account fairness. We can all do it, so I advocate that companies should vigorously develop sharing mechanisms today. CXO UNION-CXO联盟（cxounion.cn）

What were the goals of the business in the past? In the 1970s, the US Business Roundtable talked about maximizing the interests of investors and shareholders; In the 1990s, they met to reaffirm this principle. In the past, we Chinese companies also thought and acted in this way, to maximize the interests of shareholders. But it wasn’t until 2019 that the US Business Roundtable stated that there was a problem, that companies should take care of the common interests of their stakeholders, and that the purpose of business should be to make society better. In other words, the benefits do not necessarily have to be shared by shareholders, and some of them should be given to some capable, contributing, and paying workers for the enterprise, which I think is very important.

In the past, the Jin merchants, that is, the Shanxi merchants of the Qing Dynasty, how were they distributed? When they reach the end of the year, the owner’s profit dividend of 50%, the other 50% by the shopkeeper, the accountant 25%, the guys 25%. This is not a salary and bonus, but a final year-end dividend. We go to see that in the Qing Dynasty, the mechanism of Shanxi merchants was very good. I go to Huawei and state-owned Wanhua, these are good companies because they have very good internal mechanisms. That’s why they’re growing so fast.

Therefore, I think that an effective operator today must also have such an advanced distribution mechanism or method and the concept of such distribution.

The third paragraph: Why should I write a book

I guess everyone’s thinking, why did Mr. Song write a book? Isn’t he in business? The head of a central enterprise, he wrote books and he wrote so many books. Today, with this one, I have written a dozen books, some of which I think are OK.

The first book is “Management Strategy” published by CITIC, which is a record of me for so many years, and it is 350,000 words out of my 10 million words in the record, without modification, and put there in the original taste. So, that book was the stuff of my business, what I did and how I thought for so many years. Some readers like this book. CXO UNION-CXO联盟（cxounion.cn）

The second book is “Ask Management” published by Fortune Publishing House. The director of the management Department of the Business School of China University of Political Science and Law came to me every Sunday with five MBA students to ask questions. It took five Sunday days and more than 30 hours to ask 508 questions. The book is also authentic, first recorded, then collated, and published. You can see, that book is also a very simple book.

The third book is the “Enterprise Myth” published by China Machine Press in January last year, which is the core content of my lectures to Guanghua School of Management of Peking University in 2015 ~ 2017.

In fact, I have been lecturing to Tsinghua and Peking universities since 1994, because there were very few large enterprises at that time. At that time, I was the director of Beixin Building Materials General Factory, and I also studied MBA. They asked me to be their practice teacher, and I did not expect to be a practice teacher for 25 years.

At the end of last year, Tsinghua White President said that Song has taught us 25 years in Tsinghua, as if there are not many people who have 25 years of teaching age here, we also reward Song. So, they gave me an “Outstanding Contribution award.”

What did I talk about in the three years from 2015 to 2017? The topic of the talk is called “through the myth to do business”, mainly to say that there are often some confusion in the process of doing business. For example, today’s discussion of diversification, specialization, high-tech, medium technology, low technology and so on. In fact, I often think about these things in my head, which constitute my myths. Doing business is precisely to think, move forward, and pass through the myth. So, I told 100 stories, 100 opinions, 20 pairs of myths for three years.

Machine Press sorted this out, is last year out of the “enterprise myth”. The advantage is that it is also very real, and this book was awarded the first prize of the Excellent Book Award of the Machine Press in 2020. CXO UNION-CXO联盟（cxounion.cn）

The book “Winning Business” is from the class I gave to their enterprise doctors in Tsinghua Wudaokou, and it is a record of the lectures given to them in 2018 and 2019.

I always say, where can I write a book? I’m not being modest here. It’s from my heart. Think about it, I do business, do two central enterprises, but also to write a book. Therefore, most of my book is my business and management experience, which is a summary and induction of the past. The books I write are not written, they are made, they are all experienced by myself, I have thought about it. That’s why I tell it to you, and then I summarize it, and these are my books.

I have a purpose, that is, to write about our companies and our experiences, to our younger generation, to let them read, to give them signposts. Some of our past successes and mistakes, some of the roads we’ve traveled, I want them to know where we’ve gone wrong and how to go, like road signs. How are road signs made? That’s what they plugged in when they walked.

My old leader Chen Qingtai, who used to be secretary of the Development Research Center of The State Council, said Zhiping, you have to write books, you can’t let our entrepreneurs always start from scratch. You can see that big Western entrepreneurs have written a lot of books, and our entrepreneurs have also started their own work. This is what Director Chen told me more than ten years ago, and I am a more serious person, I think he is right, so I will do it. I hope that it is also meaningful to plant these road signs for everyone.

Sometimes young people say, Mr. Song, I really like to read your books. I want to tell you, my book you read, in fact, can not guarantee your success; There is no guarantee that reading will make the world’s top 500, and it is not necessarily necessary for everyone to be the world’s top 500. I said there’s one good thing about reading my book, you can make fewer mistakes.

My books are not so much my experiences as my lessons. Many of my views and experiences in the book are from the detours I have taken in the past. I am willing to tell you something that is engraved on my heart, and after I have told you, you will not make these mistakes again.

You see “Schwarzman: My Experience and Lessons”, is a book written by the founder of Blackstone, the theme is very clear. I think my book is also my experience and lesson.

Some people are interested in when I write a book, and say, Mr. Song, when are you going to write a book?

In fact, I am a reader first and foremost, and most of my reading takes place between ten and twelve in the evening. Therefore, I have read or read most of the economic management books issued by the Huazhang branch of the Machinery Industry Press. CXO UNION-CXO联盟（cxounion.cn）

When do you write these things? In the morning, because in the morning when I am awake I think about this, write books, write articles. I usually don’t write at night, and if I do, I write very late, maybe after twelve o ‘clock, when I can think deeply.

These years I am particularly busy, you know I used to manage two of the world’s top 500, the management of one has been very stressful, some people said, Mr. Song, how do you manage the two world’s top 500? Do you have special abilities? I said no, I manage the two Fortune 500 people work eight hours a day, I may work twice as many hours as you, for many years, I almost never take a Sunday, and never take an annual vacation. In this case, I have to spend some time to read and write, which is really busy.

Over the years, I have been encouraged by the motto, “The busy bee has no time for sorrow.”

I will talk to you today about these three paragraphs, thank you!

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

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