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class=\"wp-block-image aligncenter size-large\"><img decoding=\"async\" src=\"http:\/\/cxounion.cn\/wp-content\/uploads\/2023\/06\/CXOUNION\u65b0\u4e8c\u7ef4\u7801.png\" alt=\"\"\/><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\">\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n<h3 class=\"wp-block-heading\">What are the dimensions of the cognitive gap between the average CEO and the third type of CEO?<\/h3>\n\n\n\n<p>Gary Hammer mentioned in the exchange of ideas with Zhang Ruimin that there are three types of ceos in the world: the first type of ceos are particularly far-sighted and can see the future business model of the enterprise, but unfortunately, their vision only stays at a point and does not continue to do it; The second type of CEO, who changes not only one industry but also another, is the entrepreneur who can continue to innovate. The third type of CEO is the one who not only has the vision to make sustained breakthroughs, but also leaves behind a different set of values.<\/p>\n\n\n\n<p>Zhang Ruimin&#8217;s original management philosophy is a forward-looking and practical management thought, which not only points out a steady management path to the future for entrepreneurs, but also brings extensive and far-reaching influence to global enterprises.<\/p>\n\n\n\n<p>Article from &#8220;Eternal Living Fire&#8221; by Zhang Ruimin, Zhanlu Culture\/China Financial and Economic Press<\/p>\n\n\n\n<p>From user value to person-single integration, to independent operation and leadership training, Zhang Ruimin integrated the core of product research and development, sales, service and enterprise ecology into one, forming a set of unique management model to promote the development and growth of Haier.<\/p>\n\n\n\n<p>In the book &#8220;Eternal Living Fire&#8221;, Zhang Ruimin discusses with 31 management masters and experts around the world, how Haier grasps market opportunities, how to maintain a keen sense of smell and rapid response under the changeable environment, and how to practice &#8220;maximizing human value&#8221; to stimulate innovation\u2026 This series of answers are uniformly displayed to the outside world, whether it is for enterprises in the confused period, or managers and entrepreneurs who plan to start a new journey, they are valuable references and Revelations.<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\">First, not quantitative management, but quantum management<\/h4>\n\n\n\n<p>Many managers today experience a common dilemma: why is it getting harder to forecast markets? The original highly anticipated project eventually withdrew from the market with a dumb fire, a previously unoptimistic project unexpectedly became a boom in the market, and clearly developed products in accordance with user needs are always not recognized by consumers\u2026<\/p>\n\n\n\n<p>In the final analysis, users have changed, become more personalized, fragmented, can not be fully unified, forming an uncertain overall behavior, Zhang Ruimin early found this reality, and decided to change a management model, the use of quantum management.<\/p>\n\n\n\n<p>Quantum management is a form of management based on quantum thinking that emphasizes the complexity and uncertainty of things and accepts the existence of multiple possibilities at the same time.<\/p>\n\n\n\n<p>Zhang Ruimin believes that the original management is static, while quantum management is dynamic; The former is to position and label people, the latter is to put all people on the same starting line, who does who will come up, to completely break the original completely unified steps, so that each person is both an independent self and for his own self. Independent self-emphasizes that everyone is not responsible for the leader, but responsible for the user, independent innovation for the user; For his self, it emphasizes that each autonomous person can spontaneously organize for a common user goal and cooperate to accomplish the goal. By allowing each employee to find his or her own market, if everyone can become a quantum ego &#8220;energy ball,&#8221; that is, a maker, there will be Heraclitus&#8217;s prediction: &#8220;always an eternal fire.&#8221;<\/p>\n\n\n\n<p>This is just as in &#8220;Zhuangzi \u00b7 Foreign Things&#8221;, &#8220;although there is the utmost knowledge, all people plan it.&#8221; Your wisdom may be the best in the world, but it is not equal to the wisdom of 10,000 people combined.<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>&#8220;I&#8217;m no better than them, I&#8217;m just in this position. The fact that I am in this position does not mean that it is up to me to advise them to follow suit, but rather to create opportunities for everyone to play their part. The truth is, everyone has unlimited energy if you give them a chance.&#8221; In Zhang Ruimin&#8217;s view, the purpose of quantum management is to allow everyone&#8217;s potential to be fully developed.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Second, not shareholders first, but employees first<\/h4>\n\n\n\n<p>&#8220;A big problem with Western companies is that they always think &#8216;shareholders come first&#8217;.&#8221; In conversations with a number of world-class management scientists and economists, such as Brian Arthur, Oliver Hart, and Bill Fisher, Zhang Ruimin did not shy away from pointing out the problems of Western management.<\/p>\n\n\n\n<p>In practice, Zhang Ruimin found that &#8220;shareholders first&#8221; should never be the goal, but should be the result. If you can give full play to the enthusiasm of employees, enterprises will certainly create benefits for shareholders.<\/p>\n\n\n\n<p>Zhang Ruimin insists on &#8220;employees first&#8221;, that is, the value of people first. In order to put this theory into practice, Haier turned the interior of the enterprise into a platform for entrepreneurship, abolished the bureaucracy, removed more than 10,000 managers, and whoever can start a business will do it on this platform.<\/p>\n\n\n\n<p>In other words, the management of traditional enterprises is based on the division of labor, workers are the &#8220;tools&#8221; on the production line, and managers are the &#8220;mouthpieces&#8221; on the bureaucracy. Entering the Internet era, the enterprise management mode may change from division of labor to distribution. Distributed brings &#8220;decentralization&#8221;, which means that there is no center for the enterprise, and everyone can be the center; Distributed also brings about &#8220;disintermediation,&#8221; so companies should get rid of the middle management.<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>So Haier became a thousand small enterprises, employees can set up their own small business; Haier is no longer a management organization, but has become a platform for entrepreneurship; The role of the CEO has shifted to the person who builds the platform to ensure that the startup team can quickly grow and succeed on the platform. Now Haier actually has three types of people: platform owners, whose responsibility is to help the entrepreneurial team on the platform succeed; Small micro master, that is, micro entrepreneurial team; A maker? Well, everyone is a maker.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Third, it is not organized by others, but by themselves<\/h4>\n\n\n\n<p>At this time, some people must have doubts, &#8220;shareholders first&#8221; can have goals to follow, then &#8220;employees first&#8221; how to achieve? How to turn the enterprise into a startup platform?<\/p>\n\n\n\n<p>Zhang Ruimin bluntly, the real thing to do is for managers to put their power down completely. What enterprises need is not self-organization, but self-organization.<\/p>\n\n\n\n<p>Now, Haier has returned three rights to employees: First, the right to make decisions, which means that employees can choose what to do when they find innovative inspiration; The second is the use of human rights, which means that employees can decide for themselves who to use; The third is the right of distribution, who gets more, who gets less, can be decided by the employees themselves.<\/p>\n\n\n\n<p>When each small team becomes a self-organization, Haier will accelerate the realization of self-organization socialization. On the one hand, there is the socialization of capital. In the past, all projects were invested by Haier, but now it is attracting social investment, if the venture capital institutions are not optimistic about the project, it means that the project has problems. On the other hand, there is the socialization of talents. When the goal is set, if the ability of the original team is not good, it is necessary to pull talents from the society, and the other party does not necessarily have to go to Helli, but also through cooperation. With the socialization of capital and talents, self-organization can be promoted to realize self-optimization continuously. Employees can start businesses on the platform of Haier, and their leaders become users.<\/p>\n\n\n\n<p>The adjusted Haier, like the starfish, has super regenerative ability and self-repair ability, if a leg is broken, it will regenerate a leg, and at the same time, the broken leg will grow a new starfish, because each leg has the digestive and reproductive systems of the starfish.<\/p>\n\n\n\n<p>In Zhang Ruimin&#8217;s hope, he hopes that Haier can finally reach the realm of &#8220;too high, not knowing there is&#8221; said in the Tao Te Ching, that is, the best leader is the employee who does not realize his existence. &#8220;We want to transfer the original leadership power to grassroots employees and entrepreneurs.&#8221; In fact, this is not decentralization, but the return of power, employees already have these rights.&#8221;<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Fourth, it is not user-centric, but lifelong user centric<\/h4>\n\n\n\n<p>Whether it is quantum management or self-organization, a fundamental purpose behind the enterprise is to focus on the needs of users.<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 September 2023, at the seventh person-single model leading Forum, Zhang Ruimin took the stage to deliver a keynote speech: &#8220;How many users can meet the lifetime value of an enterprise is the true measure of its success.&#8221; To see how competitive an enterprise is in the 21st century is to see how many lifetime users it has.&#8221;<\/p>\n\n\n\n<p>Although the difference between &#8220;user&#8221; and &#8220;lifetime user&#8221; is only two words, it is precisely these two words that give Haier two value loops, one is the value loop of user experience iteration, and the other is the value loop of ecological value-added sharing. If a user buys a scene product but never interacts further with the brand, there is only value, no loop.<\/p>\n\n\n\n<p>At the conference, Zhang Ruimin used &#8220;1&#8221; and &#8220;N&#8221; to extend the explanation, &#8220;search engines are 1 to N, we are N to 1.&#8221; The so-called 1 to N, 1 is the search engine, all people find what they need, this is N. Our new engine is N to 1. Why N to 1? Because intelligent interaction ecology should create many different experiences, different scenarios, which is N, so that it can meet the individual needs of each user.&#8221;<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>It is worth noting that the current much-criticized price war is also the result of the lack of &#8220;lifelong user centered&#8221;. In Zhang Ruimin&#8217;s view, the most important thing for enterprises is to create a good user experience, which reflects four words &#8211; &#8220;value cycle&#8221;. The first step in the value cycle is to create value for the user so that he is willing to pay more. Now the price war between enterprises is becoming more and more severe, because enterprises do not create value-added. After adding value, the enterprise also has to combine all the ecological aspects to create the second and third value-added. This is what foreign economists say, the competitiveness of an enterprise lies in its lifetime users.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Fifth, the enterprise does not pay, but the user pays<\/h4>\n\n\n\n<p>When an enterprise truly decides to become &#8220;lifelong user centric,&#8221; the enterprise will naturally undergo another change, from the enterprise to the user to pay, in other words, the user experience iteration pay.<\/p>\n\n\n\n<p>Zhang Ruimin once discussed this topic with Gary Hammer, founder of the MLab management Lab, &#8220;For example, we used to have more than 1,000 people who were dedicated to evaluating everyone&#8217;s work, and now we have removed all of these more than 1,000 people.&#8221; What kind of evaluation is that? Rely on the direct evaluation of users in the market. For example, for marketing service personnel, if the user likes you more, then you can get more orders in this area; If you get a lot of bad reviews, don&#8217;t do it.&#8221;<\/p>\n\n\n\n<p>He believes that a very important change now is that the Internet has achieved &#8220;zero distance from the user&#8221;, and the zero distance will make you decentralized and disintermediated, and the original control part will not have much effect at once. As enterprises change the management mode to user pay, the game between employees and managers that has caused many enterprises headaches in the past will gradually disappear.<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>&#8220;When there were employers in the beginning, employers paid everyone&#8217;s wages, and because employers paid wages, employees would play games with employers. We&#8217;re going to get paid by the user, so are you going to play with the user? What is the nature of your game with users? It&#8217;s about playing against your own capabilities &#8211; if you&#8217;re not capable, you have no user value, and you end up improving your own capabilities. &#8220;There&#8217;s a big difference between playing against your employer and playing against your own abilities.&#8221;<\/p>\n\n\n\n<p>As the American economist Olson said, growth mainly depends on institutions. And by what system? It is called &#8220;sharing interests&#8221;. Our interests are one and the same, and we are not a zero-sum game. After the creation of value, everyone has benefits, rather than the original trade-off.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Sixth, not mass manufacturing, but mass customization<\/h4>\n\n\n\n<p>In fact, careful observation of each of Zhang Ruimin&#8217;s management theories can be found that the user is the core of all, the user has changed, the demand is diversified, and the adjustment of enterprise management must keep up with the pace.<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>For the future development trend of the market, Zhang Ruimin is also based on this origin, and believes that The Times have changed, and now it has entered the era of experience economy, mass customization has replaced large-scale manufacturing, and enterprises should produce products according to the personalized experience of users.<\/p>\n\n\n\n<p>This is as Zhang Ruimin said: &#8220;In the experience environment, let the user interact with themselves, is the most critical.&#8221; The things that users interact with themselves are the most real and may also be the most in demand. This is customization, not diversification. Otherwise, it will only diversify. In the era of the Internet of Things, products will be replaced by scenes, no one will buy a single product, users must be a scene. There are no perfect products, only scenarios that are always iterating toward perfection.&#8221;<\/p>\n\n\n\n<p>Iterating toward the perfect scene also means that the ecology of the enterprise is being formed step by step, making the enterprise break away from the traditional very standardized organization, from a walled garden to a &#8220;tropical rainforest&#8221;, where all plants live and die, but it is always a thriving and endless ecology.<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 class=\"has-text-align-center has-cyan-bluish-gray-color has-text-color has-small-font-size\">\u7531<a href=\"http:\/\/cxounion.cn\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/a>\u8f6c\u8f7d\u800c\u6210\uff0c\u6765\u6e90\u4e8eCXO\u516c\u56ed\uff1b\u7f16\u8f91\/\u7ffb\u8bd1\uff1aCXO UNIONCXO\u8054\u76df\u5c0fU\u3002<\/p>\n\n\n\n<p class=\"has-text-align-center has-medium-font-size\">\u5982\u9700\u52a0\u5165<a href=\"http:\/\/weixin.qq.com\/r\/fxJxaVHE1AyrrRUK90dt\">CXO UNION\uff08CXO\u8054\u76df\uff09<\/a>\u9ad8\u7ba1\u793e\u7fa4\uff0c\u8bf7\u8054\u7cfb\u793e\u7fa4\u5c0f\u4f19\u4f34\u54e6~<\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-large\"><img decoding=\"async\" src=\"http:\/\/cxounion.cn\/wp-content\/uploads\/2023\/06\/CXOUNION\u65b0\u4e8c\u7ef4\u7801.png\" alt=\"\"\/><\/figure>\n\n\n\n<p class=\"has-cyan-bluish-gray-color has-text-color has-small-font-size\">\u514d\u8d23\u58f0\u660e: \u672c\u7f51\u7ad9(<a 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