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style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO 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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 &#8220;sustainable lighthouse factory&#8221; in China, forming a &#8220;lighthouse cluster&#8221;, covering air conditioning, refrigerators, washing machines, water heaters and other industries, and is the Chinese enterprise with the largest number of lighthouse factories.<\/p>\n\n\n\n<p>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%.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>In this issue of &#8220;Lighthouse enterprise senior executive Interview record&#8221;, Chairman Zhou Yunjie repeatedly mentioned &#8220;change&#8221;, 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.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">1. Clear strategy, lighthouse test gold<\/h3>\n\n\n\n<p>&#8220;The lighthouse pilot is a good benchmark and a testing ground for our test (strategy).&#8221;<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">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?<\/h4>\n\n\n\n<p>Zhou Yunjie: In 2018, Haier Central air-conditioning Interconnection Factory became the first lighthouse factory in China, and now Haier has created a &#8220;lighthouse cluster&#8221;, 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:<\/p>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>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&#8217;s exploration of intelligent manufacturing and the building of a lighthouse factory is not achieved overnight, but gradually.<\/p>\n\n\n\n<p>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 &amp; 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 &#8220;mass manufacturing&#8221; to &#8220;mass customization&#8221; mode, and uses user needs to promote the change of manufacturing mode.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Q2: How do enterprises deal with the relationship between &#8220;strategy&#8221; and &#8220;landing&#8221; to make the top-level strategy more clear, understandable and accurate?<\/h4>\n\n\n\n<p>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).<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Q3: Haier is not only at the forefront of China&#8217;s manufacturing industry in the field of intelligent manufacturing, but also continues to lead in sustainable development. Haier&#8217;s washing machine factory in Tianjin is China&#8217;s first local WEF &#8220;Sustainable Lighthouse Factory&#8221;. Sustainable development towards the direction of &#8220;zero carbon&#8221;, what aspects do you think Haier will continue to focus on?<\/h4>\n\n\n\n<p>Zhou Yunjie: At present, the country has put forward the goal of &#8220;double carbon&#8221;, 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 &#8220;all&#8221; :<\/p>\n\n\n\n<p>First, the whole process of green development. Haier puts forward the &#8220;6-Green&#8221; strategy, realizes &#8220;green design, green manufacturing, green marketing, green recycling, green disposal, green procurement&#8221;, 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&#8217;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.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>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.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">2. Keep pace with The Times as times change<\/h3>\n\n\n\n<p>&#8220;There is no model for success, only a model for self-evolution.&#8221;<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Q4: When it comes to Haier products, the first word that many people blurt out is &#8220;high quality&#8221;. 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?<\/h4>\n\n\n\n<p>Zhou Yunjie: Times are changing, and users&#8217; demand for products is also changing. The current user&#8217;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.<\/p>\n\n\n\n<p>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.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>On the client side, create a &#8220;three-winged bird&#8221; intelligent scene solution to create a new user experience. Each user has his own way of life, &#8220;three-winged bird&#8221; is to create a smart life plan according to the individual needs of users.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">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&#8217;s worldwide reputation. Among them, the most well-known is the &#8220;person-single integration&#8221; 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 &#8220;single person&#8221; model also advancing with The Times?<\/h4>\n\n\n\n<p>Zhou Yunjie: Haier people often say that &#8220;there is no successful enterprise, only the enterprise of The Times.&#8221; The same can be said of the &#8220;one person and one person&#8221; 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.<\/p>\n\n\n\n<p>&#8220;Human single integration&#8221; constantly evolves according to the changes of The Times and keeps pace with The Times. Its innovation is reflected in two aspects:<\/p>\n\n\n\n<p>The first is the new enlightenment, that is, the enlightenment of man&#8217;s autonomous consciousness. Haier transformed from a &#8220;platform for manufacturing products&#8221; to a &#8220;platform for incubating entrepreneurs&#8221;, successfully removed bureaucracy, realized the subversion of the traditional management model, and made everyone become their own CEO.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>The second is the new value, which is to maximize the value of human beings. This is the purpose of Haier&#8217;s &#8220;person-single integration&#8221; 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.<\/p>\n\n\n\n<p>The 1.0 version of &#8220;single person integration&#8221; 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.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">3. Face the future, change and win<\/h3>\n\n\n\n<p>&#8220;The Times are changing, the environment is changing, and what enterprises have to do is to actively recognize change, adapt and seek change.&#8221;<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Q6: With the deepening transformation of digitalization and internationalization, what challenges will Haier Group face in the next 3 to 5 years?<\/h4>\n\n\n\n<p>Zhou Yunjie: For enterprises to develop, they must seize opportunities, cope with challenges and solve problems. I think these trends are very important:<\/p>\n\n\n\n<p>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.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>Third, the future is the era of use rights, use rights over ownership. Uber, the world&#8217;s largest ride-hailing company, doesn&#8217;t own a car. Facebook is the biggest media company, but it doesn&#8217;t own the content; Alibaba is the largest retail company, but it doesn&#8217;t have inventory.<\/p>\n\n\n\n<p>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.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Q7: What kind of new competitiveness does Haier need to face and solve the challenges?<\/h4>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>For enterprises, people are the most important asset, because only people can create value for the enterprise. Therefore, Haier in the &#8220;single person&#8221; mode to explore the full maker customization, to provide all makers with self-value realization career opportunities, fully stimulate everyone&#8217;s enthusiasm for entrepreneurship and innovation, the current maker partners have nearly 15,000 people.<\/p>\n\n\n\n<p>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.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Q8: Haier&#8217;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&#8217;s manufacturing enterprises are very great, only seize the day, the pursuit of innovation, the courage to trial and error. 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