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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<h2 class=\"wp-block-heading\">\u7b2c\u4e8c\u6bb5\u8bdd\uff1a\u505a\u4e00\u4e2a\u6709\u6548\u7684\u7ecf\u8425\u8005<\/h2>\n\n\n\n<p>\u5927\u5bb6\u77e5\u9053\uff0c\u5fb7\u9c81\u514b\u5148\u751f\u572820\u4e16\u7eaa60\u5e74\u4ee3\u7684\u65f6\u5019\u5199\u8fc7\u4e00\u672c\u4e66\uff0c\u53eb\u300a\u5353\u6709\u6210\u6548\u7684\u7ba1\u7406\u8005\u300b\uff0c\u63d0\u51fa\u4e86\u6709\u6548\u7ba1\u7406\u8005\u7684\u4e94\u4e2a\u57fa\u672c\u80fd\u529b\uff0c\u7b2c\u4e00\u4e2a\u5c31\u662f\u7ba1\u7406\u81ea\u5df1\u7684\u65f6\u95f4\uff0c\u6211\u4eca\u5929\u5728\u8fd9\u91cc\u4e0d\u518d\u8d58\u8ff0\uff0c\u5927\u5bb6\u770b\u7f51\u4e0a\u7684\u6ce8\u91ca\u5c31\u4f1a\u77e5\u9053\u3002<\/p>\n\n\n\n<p>\u6211\u4eca\u5929\u7ed9\u5927\u5bb6\u8bb2\u4e00\u4e0b\u8981\u505a\u6709\u6548\u7684\u7ecf\u8425\u8005\u3002\u8981\u505a\u6709\u6548\u7684\u7ecf\u8425\u8005\uff0c\u6211\u63d0\u51fa\u4e86\u4e94\u9879\u6838\u5fc3\u80fd\u529b\u3002<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">1. \u6b63\u786e\u7684\u9009\u62e9<\/h3>\n\n\n\n<p>\u4eca\u5929\u6211\u4eec\u8bb2\u5230\u6218\u7565\u95ee\u9898\uff0c\u5176\u5b9e\uff0c\u6218\u7565\u5c31\u662f\u9009\u62e9\uff0c\u505a\u4ec0\u4e48\uff0c\u4e0d\u505a\u4ec0\u4e48\u3002\u8fc7\u53bb\uff0c\u6211\u5199\u7684\u51e0\u672c\u4e66\u91cc\u4e13\u95e8\u8bb2\u5230\u6218\u7565\u6700\u91cd\u8981\u7684\u662f\u76ee\u6807\u8bbe\u5b9a\uff0c\u7f3a\u4ec0\u4e48\u627e\u4ec0\u4e48\uff0c\u800c\u4e0d\u662f\u6709\u4ec0\u4e48\u505a\u4ec0\u4e48\u3002<\/p>\n\n\n\n<p>\u8fd9\u6b63\u597d\u4e5f\u548c\u745e\u00b7\u8fbe\u5229\u6b27\u5199\u7684\u90a3\u672c\u300a\u539f\u5219\u300b\u6bd4\u8f83\u5951\u5408\uff0c\u4ed6\u6240\u8c13\u7684\u505a\u4e8b\u7684\u539f\u5219\uff0c\u5c31\u662f\u5148\u5b9a\u76ee\u6807\uff0c\u518d\u770b\u5982\u4f55\u5b8c\u6210\u76ee\u6807\u7684\u95ee\u9898\uff0c\u7814\u7a76\u89e3\u51b3\u95ee\u9898\u7684\u65b9\u6848\uff0c\u6700\u540e\u518d\u53bb\u6267\u884c\u3002<\/p>\n\n\n\n<p>\u6240\u4ee5\uff0c\u6211\u4eec\u65e2\u8981\u6b63\u786e\u5730\u9009\u62e9\u4e1a\u52a1\uff0c\u4e5f\u8981\u6b63\u786e\u5730\u9009\u62e9\u4eba\u3002\u5f88\u591a\u4f01\u4e1a\u5728\u9009\u62e9\u4e1a\u52a1\u7684\u65f6\u5019\uff0c\u9009\u6765\u9009\u53bb\u3001\u6765\u56de\u53d8\u6362\uff0c\u59cb\u7ec8\u4e5f\u6ca1\u9009\u5230\u4e00\u4e2a\u597d\u7684\u4e1a\u52a1\u3002\u4f46\u662f\u6709\u7684\u4f01\u4e1a\u9009\u597d\u4e00\u4e2a\u4e1a\u52a1\u4ee5\u540e\uff0c\u5c31\u624e\u624e\u5b9e\u5b9e\u5730\u4e00\u76f4\u505a\u4e0b\u53bb\uff0c\u4e0d\u505c\u5730\u8fdb\u884c\u6301\u7eed\u521b\u65b0\uff0c\u505a\u5f97\u5c31\u5f88\u597d\u3002\u56e0\u800c\uff0c\u9009\u4e1a\u52a1\u81f3\u5173\u91cd\u8981\uff0c\u9009\u5b9a\u4e86\u4ee5\u540e\uff0c\u5c31\u8981\u4e00\u76f4\u628a\u5b83\u505a\u4e0b\u53bb\u3002<\/p>\n\n\n\n<p>\u9009\u4eba\u548c\u9009\u4e1a\u52a1\u54ea\u4e2a\u66f4\u91cd\u8981\uff1f<\/p>\n\n\n\n<p>\u6211\u8bf4\u5148\u4eba\u540e\u4e8b\uff0c\u518d\u597d\u7684\u4e1a\u52a1\u6ca1\u6709\u4eba\u505a\uff0c\u8fd9\u4e2a\u4e1a\u52a1\u4e5f\u505a\u4e0d\u597d\uff0c\u800c\u4e14\u65e0\u6cd5\u8bc1\u660e\u4f60\u7684\u4e1a\u52a1\u9009\u62e9\u662f\u5426\u6b63\u786e\u3002\u6240\u4ee5\uff0c\u9009\u4eba\u5f88\u91cd\u8981\u3002<\/p>\n\n\n\n<p>\u9009\u4ec0\u4e48\u6837\u7684\u4eba\u5462\uff1f\u6211\u8bf4\u4e24\u70b9\u5f88\u7b80\u5355\u7684\u6807\u51c6\uff1a<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>\u7b2c\u4e00\uff0c\u8981\u653f\u6cbb\u6b63\u786e\uff0c\u5fb7\u624d\u517c\u5907\uff0c\u4ee5\u5fb7\u4e3a\u5148\u3002\u4e3a\u4ec0\u4e48\u8981\u9009\u4eba\u683c\u539a\u91cd\uff0c\u8981\u9009\u6709\u5fb7\u884c\u7684\u4eba\uff1f\u56e0\u4e3a\u53ea\u6709\u4eba\u683c\u539a\u91cd\u624d\u80fd\u4f7f\u5f97\u4e8b\u4e1a\u957f\u4e45\uff0c\u4f01\u4e1a\u624d\u80fd\u957f\u4e45\u3002<\/p>\n\n\n\n<p>\u7b2c\u4e8c\uff0c\u9009\u4e13\u4e1a\u4e3b\u4e49\u8005\u3001\u75f4\u8ff7\u8005\uff0c\u7741\u5f00\u773c\u775b\u5c31\u60f3\u8fd9\u4ef6\u4e8b\uff0c\u665a\u4e0a\u7761\u524d\u8fd8\u60f3\u8fd9\u4ef6\u4e8b\uff0c\u975e\u5e38\u75f4\u8ff7\u3002<\/p>\n\n\n\n<p>\u6240\u4ee5\uff0c\u9009\u5e72\u90e8\u4e0d\u8981\u9009\u4e07\u91d1\u6cb9\u5f0f\u7684\u5e72\u90e8\uff0c\u4ec0\u4e48\u90fd\u61c2\uff0c\u800c\u662f\u8981\u9009\u975e\u5e38\u4e13\u4e1a\uff0c\u80fd\u628a\u4e00\u4ef6\u4e8b\u60c5\u5403\u900f\u7684\u4eba\uff0c\u624e\u624e\u5b9e\u5b9e\u5730\u53bb\u505a\uff0c\u8fd9\u6837\u4f01\u4e1a\u624d\u53ef\u80fd\u505a\u6210\u529f\u3002<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">2. \u6709\u6548\u7684\u521b\u65b0<\/h3>\n\n\n\n<p>\u521b\u65b0\u4e0d\u8981\u90fd\u505a\u9ad8\u79d1\u6280\uff0c\u5176\u5b9e\uff0c\u521b\u65b0\u65e2\u6709\u9ad8\u79d1\u6280\uff0c\u4e5f\u6709\u4e2d\u79d1\u6280\uff0c\u8fd8\u6709\u4f4e\u79d1\u6280\uff0c\u751a\u81f3\u96f6\u79d1\u6280\u3002<\/p>\n\n\n\n<p>\u96f6\u79d1\u6280\u662f\u4ec0\u4e48\uff1f\u96f6\u79d1\u6280\u5c31\u662f\u5546\u4e1a\u6a21\u5f0f\u7684\u521b\u65b0\uff0c\u65b0\u7684\u5546\u4e1a\u6a21\u5f0f\u91cc\u6ca1\u592a\u591a\u79d1\u6280\u3002\u5fb7\u9c81\u514b\u5148\u751f\u57281985\u5e74\u51fa\u7248\u7684\u300a\u521b\u65b0\u4e0e\u4f01\u4e1a\u5bb6\u7cbe\u795e\u300b\u90a3\u672c\u4e66\u91cc\u63d0\u51fa\u4e86\u96f6\u79d1\u6280\u5546\u4e1a\u6a21\u5f0f\u7684\u521b\u65b0\u3002\u6211\u89c9\u5f97\uff0c\u8fd9\u662f\u975e\u5e38\u91cd\u8981\u7684\u3002<\/p>\n\n\n\n<p>\u4f46\u662f\uff0c\u521b\u65b0\u4e00\u5b9a\u8981\u6709\u6548\uff0c\u8981\u6709\u76ee\u7684\u3002\u6709\u76ee\u7684\u7684\u521b\u65b0\u5b9e\u9645\u4e0a\u53ef\u4ee5\u51cf\u5c11\u521b\u65b0\u98ce\u9669\u768490%\uff0c\u56e0\u4e3a\u5927\u5bb6\u90fd\u77e5\u9053\u521b\u65b0\u662f\u6709\u98ce\u9669\u7684\uff0c\u6211\u4eec\u8001\u8bb2\u4e0d\u521b\u65b0\u7b49\u6b7b\uff0c\u521b\u65b0\u627e\u6b7b\u3002\u8fd9\u6307\u7684\u662f\u76f2\u76ee\u7684\u521b\u65b0\u3002<\/p>\n\n\n\n<p>\u4f46\u662f\uff0c\u4e0d\u5c11\u4f01\u4e1a\u521b\u65b0\u5f88\u76f2\u76ee\uff0c\u6240\u4ee5\u9020\u6210\u4e86\u5f88\u591a\u7684\u635f\u5931\u3002\u521b\u65b0\u662f\u6709\u98ce\u9669\u7684\uff0c\u4f01\u4e1a\u5bb6\u7684\u4efb\u52a1\u662f\u4ec0\u4e48\u5462\uff1f\u90a3\u5c31\u662f\u8981\u5e73\u6291\u8fd9\u4e9b\u98ce\u9669\uff0c\u51cf\u5c11\u8fd9\u4e9b\u98ce\u9669\u3002<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>\u5f53\u5e74\u718a\u5f7c\u7279\u5148\u751f\u8bb2\u4f01\u4e1a\u5bb6\u7684\u65f6\u5019\uff0c\u4ed6\u8bf4\u4f01\u4e1a\u5bb6\u662f\u201c\u521b\u65b0+\u5192\u9669\u201d\uff0c\u8fd9\u662f1912\u5e74\u63d0\u51fa\u7684\uff0c\u5728\u5de5\u4e1a\u65f6\u4ee3\u65e9\u671f\uff0c\u673a\u4f1a\u904d\u5730\uff0c\u786e\u5b9e\u4f60\u6562\u5192\u9669\u5c31\u53ef\u4ee5\u3002\u50cf\u4e2d\u56fd\u6539\u9769\u5f00\u653e\u521d\u671f\uff0c\u4f60\u5192\u9669\u5c31\u884c\uff0c\u6709\u201c\u80c6\u5546\u201d\u5c31\u884c\u3002<\/p>\n\n\n\n<p>\u4f46\u662f\u5230\u4e861985\u5e74\uff0c\u5fb7\u9c81\u514b\u5199\u300a\u521b\u65b0\u4e0e\u4f01\u4e1a\u5bb6\u7cbe\u795e\u300b\u4e00\u4e66\u7684\u65f6\u5019\uff0c\u5df2\u7ecf\u662f\u5de5\u4e1a\u6210\u719f\u65f6\u671f\u4e86\uff0c\u4ed6\u53d1\u73b0\u5192\u9669\u4e0d\u884c\u4e86\uff0c\u4ed6\u8ba4\u4e3a\u4f01\u4e1a\u5bb6\u5e94\u8be5\u8981\u521b\u65b0\uff0c\u521b\u9020\u8d22\u5bcc\uff0c\u4f01\u4e1a\u5bb6\u7684\u672c\u80fd\u662f\u6709\u76ee\u7684\u5730\u5bfb\u627e\u673a\u9047\u3002\u540c\u65f6\uff0c\u4ed6\u8fd8\u8ba4\u4e3a\u4f01\u4e1a\u5bb6\u7684\u80fd\u529b\u662f\u5e73\u6291\u548c\u51cf\u5c11\u98ce\u9669\u3002<\/p>\n\n\n\n<p>\u4eca\u5929\u4e5f\u4e00\u6837\uff0c\u8fd9\u4e2a\u65f6\u4ee3\u7684\u4f01\u4e1a\u5bb6\u80fd\u529b\u662f\u4ec0\u4e48\uff1f\u6211\u4eec\u90fd\u5728\u521b\u65b0\uff0c\u4f60\u7684\u521b\u65b0\u5931\u8d25\u4e86\uff0c\u6211\u7684\u521b\u65b0\u6210\u529f\u4e86\uff0c\u6211\u5c31\u6210\u4e86\u4f01\u4e1a\u5bb6\u3002\u8fd9\u5c31\u662f\u4e3a\u4ec0\u4e48\u6211\u4eca\u5929\u603b\u662f\u8bb2\u6709\u6548\u7684\u521b\u65b0\uff0c\u8fd9\u662f\u4f01\u4e1a\u5bb6\u7ecf\u8425\u7684\u4e00\u9879\u6838\u5fc3\u80fd\u529b\u3002<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">3. 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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<h3 class=\"wp-block-heading\">4. 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style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO 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style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO 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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<h2 class=\"wp-block-heading has-medium-font-size\">Song Zhiping: Be an effective operator<\/h2>\n\n\n\n<p>Mr. Song Zhiping believes that &#8220;discovering value, creating value and performance are actually the hard battle of entrepreneurs.&#8221;<\/p>\n\n\n\n<p>Full text of Mr. Song Zhiping&#8217;s speech:<\/p>\n\n\n\n<p>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 &#8220;Business Wins&#8221;. Last year was also the Machinery Industry Press published my &#8220;Enterprise Myth&#8221;, at the beginning of this year was awarded the first prize of the excellent book award.<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>I want to make three remarks to you today.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">The first paragraph: From management to operation<\/h3>\n\n\n\n<p>One of the core ideas of the book &#8220;Business Wins&#8221; 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&#8217;s how I think about it:<\/p>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>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 &#8217;60s, Japan later had a management boom in the&#8217; 60s and &#8217;70s, we had a management boom in the&#8217; 80s and &#8217;90s.<\/p>\n\n\n\n<p>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 &#8220;eighteen Laws of Management&#8221; from Japan for promotion. Time flies, 40 years have passed, today China&#8217;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.<\/p>\n\n\n\n<p>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.<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>But now there is a new problem: there is an excess of everything. For today&#8217;s enterprises, management is not unimportant, but it is no longer a major contradiction.<\/p>\n\n\n\n<p>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 &#8220;management&#8221;.<\/p>\n\n\n\n<p>The English word &#8220;management&#8221; in the western context should correspond to &#8220;operation and management&#8221; in the Chinese context. In the Chinese context, most of our &#8220;management&#8221; is still looking inward, working hard to practice internal skills and improve efficiency, aiming at these things. We believe that &#8220;management&#8221; is to improve efficiency.<\/p>\n\n\n\n<p>Therefore, &#8220;management&#8221; in the West and &#8220;management&#8221; 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.<\/p>\n\n\n\n<p>In 1997, Professor Christensen of Harvard Business School wrote a book called &#8220;The Innovator&#8217;s Dilemma&#8221;, 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.<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, 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.<\/p>\n\n\n\n<p>What about management? Subordinates can do it, and the main leaders have to keep an eye on change. In other words, management is &#8220;doing the right thing&#8221; and management is &#8220;doing the right thing&#8221;.<\/p>\n\n\n\n<p>In Germany, I met the chairman of the former German Owners&#8217; Committee, which is our equivalent of the Chinese Entrepreneurs&#8217; Association. When he was in his 80s, I asked him, &#8220;Based on your life experience of more than 80 years, what do you think is the most important thing in a business?&#8221;<\/p>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>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 &#8220;doing things right&#8221;. If we unite the two, that is our mission today.<\/p>\n\n\n\n<p>This is the core point of view of the book &#8220;Winning Business&#8221;, 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.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">The second paragraph: Be an effective operator<\/h3>\n\n\n\n<p>As you know, in the 1960s, Mr. Drucker wrote a book called &#8220;Effective managers&#8221;, 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.<\/p>\n\n\n\n<p>I&#8217;m going to talk to you today about being an effective manager. To be an effective manager, I have proposed five core competencies.<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\">1. Make the right choice<\/h4>\n\n\n\n<p>Today we are talking about strategy. In fact, strategy is choosing what to do and what not to do. In the past, I&#8217;ve written several books that say the most important thing about strategy is goal-setting, finding what&#8217;s missing, not doing what&#8217;s available.<\/p>\n\n\n\n<p>This also happens to be in line with the book &#8220;Principles&#8221; 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.<\/p>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>Which is more important, the people or the business?<\/p>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>What kind of people? Let me say two very simple criteria:<\/p>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>Second, choose professionals, enthusiasts, open your eyes to think about it, and think about it before going to bed at night, very obsessed.<\/p>\n\n\n\n<p>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.<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\">2. Effective innovation<\/h4>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>However, many enterprises innovate blindly, so it causes a lot of losses. Innovation is risky, what is the entrepreneur&#8217;s task? That is to smooth these risks, reduce these risks.<\/p>\n\n\n\n<p>When Schumpeter talked about entrepreneurs, he said that entrepreneurs are &#8220;innovation + risk&#8221;, 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&#8217;s reform and opening up, you can take risks, and you can have &#8220;courage businessmen&#8221;.<\/p>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>Today, too, what are the entrepreneurial capabilities of this era? We all innovate, your innovation fails, my innovation succeeds, I become an entrepreneur. That&#8217;s why I&#8217;m always talking about effective innovation today, which is a core competency of entrepreneurship.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">3. Create value<\/h4>\n\n\n\n<p>For today&#8217;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.<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>People may say, I understand this, business is to make money. But how many businesses can&#8217;t make money? How many companies have low market capitalization?<\/p>\n\n\n\n<p>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.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">4. Consolidate resources<\/h4>\n\n\n\n<p>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&#8217;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&#8217;s resource integration ability is very important.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">5. Sharing mechanism<\/h4>\n\n\n\n<p>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?<\/p>\n\n\n\n<p>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?<\/p>\n\n\n\n<p>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?<\/p>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>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.<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>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&#8217;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.<\/p>\n\n\n\n<p>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&#8217;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&#8217;s why they&#8217;re growing so fast.<\/p>\n\n\n\n<p>Therefore, I think that an effective operator today must also have such an advanced distribution mechanism or method and the concept of such distribution.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">The third paragraph: Why should I write a book<\/h3>\n\n\n\n<p>I guess everyone&#8217;s thinking, why did Mr. Song write a book? Isn&#8217;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.<\/p>\n\n\n\n<p>The first book is &#8220;Management Strategy&#8221; 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.<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 book is &#8220;Ask Management&#8221; 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.<\/p>\n\n\n\n<p>The third book is the &#8220;Enterprise Myth&#8221; 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.<\/p>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>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 &#8220;Outstanding Contribution award.&#8221;<\/p>\n\n\n\n<p>What did I talk about in the three years from 2015 to 2017? The topic of the talk is called &#8220;through the myth to do business&#8221;, mainly to say that there are often some confusion in the process of doing business. For example, today&#8217;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.<\/p>\n\n\n\n<p>Machine Press sorted this out, is last year out of the &#8220;enterprise myth&#8221;. 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.<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 book &#8220;Winning Business&#8221; 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.<\/p>\n\n\n\n<p>I always say, where can I write a book? I&#8217;m not being modest here. It&#8217;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&#8217;s why I tell it to you, and then I summarize it, and these are my books.<\/p>\n\n\n\n<p>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&#8217;ve traveled, I want them to know where we&#8217;ve gone wrong and how to go, like road signs. How are road signs made? That&#8217;s what they plugged in when they walked.<\/p>\n\n\n\n<p>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&#8217;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.<\/p>\n\n\n\n<p>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&#8217;s top 500, and it is not necessarily necessary for everyone to be the world&#8217;s top 500. I said there&#8217;s one good thing about reading my book, you can make fewer mistakes.<\/p>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>You see &#8220;Schwarzman: My Experience and Lessons&#8221;, is a book written by the founder of Blackstone, the theme is very clear. I think my book is also my experience and lesson.<\/p>\n\n\n\n<p>Some people are interested in when I write a book, and say, Mr. Song, when are you going to write a book?<\/p>\n\n\n\n<p>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.<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>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&#8217;t write at night, and if I do, I write very late, maybe after twelve o &#8216;clock, when I can think deeply.<\/p>\n\n\n\n<p>These years I am particularly busy, you know I used to manage two of the world&#8217;s top 500, the management of one has been very stressful, some people said, Mr. Song, how do you manage the two world&#8217;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. 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