【观点】施炜：创新企业的成长算法

导言

在德鲁克先生的理念中，卓越绩效与人文精神相辅相成，是推动企业发展的重要动力。在2023年“纪念彼得·德鲁克管理论坛”上，施炜老师重温了彼得·德鲁克关于创新和企业家精神的观点，并基于中国企业的经验，对科技型，追赶型企业（创新企业）成长算法（内在逻辑和路径）进行了详细的阐述及分析。与您分享。

各位来宾，下午好。今天我的题目围绕创新来展开，来讲讲《创新企业的成长算法》。当然“算法”是一个新词，即基于中国企业的经验，这些创新企业成长的内在逻辑和路径。

我们可以把德鲁克的思想运用到中国的企业实践中。简单重温一下德鲁克关于“创新与企业家精神”的观点。德鲁认为企业家精神是一种独特的特性，但是它并不是一种人格的特点，追求确定性的人不能够成为企业家，也就是说企业家视变化为健康的标准，是要把不确定性变成常态，在变化中寻找机会。

德鲁克也谈到，两百多年前经济学家萨伊在创造“企业家”这个词时所表达的意思就是企业家的主要任务是要做与众不同的事情。后来，熊彼特认为企业家从事的工作就是破坏性创新。所以，创新是什么呢？创新是改变资源的产生。按照熊彼特的话说就是改变了生产函数。德鲁克认为通过改变产品和服务为顾客创造价值和满意度。

其中，非常重要的观点是企业家精神不是自然而然产生的，甚至也不是说有一种很独特的创造性产生的，它是踏踏实实的一种工作。我们企业里的企业家是可以获得企业家精神的，但是需要付出努力。企业家必须要学习如何进行系统性的创新，它是来源于组织，根植于组织，在组织中发育成长起来的一种能力。

实际上，这几十年来中国的企业家也一直带领着企业在创新的道路上奔走。我也一直在跟踪、研究国内了一些优秀企业。我大概参考了华为、小米、比亚迪、汇川技术、美的等企业的实践，概括出中国企业的成长算法。

我有一个概念，中国企业的成长叫“一心开二门”。首先要有成长之心，就是心愿，然后要打开两扇门，一扇是战略之门，一扇是组织之门，打开这两扇门的关键就是领导力。同时要进行持续的动态变革。

我们讲的企业实践，创新企业主要指的是两个特点的企业：一个是科技型的；一个是追赶型的。过去的基础比较差，在几十年的发展中逐步的到达产业的高峰，有的可能还没有到达，正在走向产业高峰的道路上，从成长之心来说，我觉得中国企业有这么几个特点。

首先都是理解人性，尊重人性的企业。这些企业做的一件事就是打破了低绩效循环。我发现很多企业为什么不能成长了？因为一直在低绩效循环，不能跳出来。为什么绩效低？因为能力差。为什么能力差？因为报酬低，报酬低导致能力差，能力差导致绩效低，绩效低没有钱拿出来做报酬，所以一直在循环。

中国优秀的企业首先要在这一点上打破，也就是说要运用薪酬的杠杆获取人力资本的超额收益。其实，很多企业家在这个问题上是没有发现的，实际上人力资本是最敏感的资本，它是一种杠杆性资本。你可能把薪酬提高10%，获取的收益可能是20%甚至30%。 CXO UNION-CXO联盟（cxounion.cn）

在利益、报酬已经有优势的情况下，再强调远大的愿景、战略意图，强调使命的驱动，也就是说理想情怀和意义的追寻。其实也有很多的学者专门分析了，对中国人的激励既要里子，又要面子，也就是物质和理想双驱动。中国的文化里有儒家理想主义的问题，也有法家的文化，非常的绩效主义，怎么把它们有机的结合起来？这就是优秀企业的经验。

从战略之门来说，要选择一个主航道。当然评价主航道，中国企业家有一系列的方法，大小、长短、宽窄、快慢……总的来说，这些企业选择的主航道有两个特点：第一，新兴产业，在新兴产业下才能走出更加卓越的企业出来。第二可能是传统产业，但可以在国内实现对国外进口的替代，同时又可以到国际市场上去实现对国际产品的替代。现在走向国际市场，哪怕是传统产业走向国际市场，也是一个发展的很重要途径。而且优秀企业的业务增长往往不是所谓多元化的问题，或者说第二曲线的问题，往往是团簇，一团一团的产业。

比如说比亚迪从手机的电池，手机的加工，到手机的零部件、芯片，就是电子团簇。现在电池技术可以做储能，可以做太阳能，这又是团簇。团簇的出现打破了对业务多元化的认知。目前，还有很多企业面临着重构成长，进入再创业的阶段，这个时候在新赛道的选择上对很多企业家来说也是一个重要的课题。

主航道选择之后就要进行价值的定位，所谓价值定位就是“你在哪些方面要有优势”，价值定位的过程就是一个确定优势的过程。 CXO UNION-CXO联盟（cxounion.cn）

从我们考察的这几个企业的情况来看，它们的优势在什么地方呢？首先，我们不能否认的是性价比，利用中国的劳动力等各种要素的较低的成本，它们还是强调在性价比上有优势。

其实，不光是性价比，对于一些独特需求的理解也非常重要。因为独特需求往往发生于特定的场景之下，对这些场景的理解，中国的企业家是有优势的，像华为的交换机耐寒耐低温，在农村的一些电压不稳定的情况下（当然那是前几年农村电网没有改造之前），这个时候可能在一些应用功能上要做一些改进。另外是个性化的解决方案，我们参访过汇川技术，它做四伏电机，把市场分成了几十个行业，每个行业都提供解决方案。目前，这些地方外资的著名品牌往往是僵硬的，往往是反映不那么敏捷的。 CXO UNION-CXO联盟（cxounion.cn）

从服务来说，华为从一开始，我概括成一个道路叫饱和式服务，就是把服务做到极致的水平，这个服务是广义的，是一个服务链，从最初级的维修到帮客户解决问题，到后面提供解决方案，到客户共创价值，整个链条上中国的企业，我不能说是独步天下，但肯定是有优势的。

从动态来看，我们中国的很多企业是追赶型的企业，就要通过迭代实现价值进步。每一次迭代都形成价值增量，要么成本更低，要么某些方面的差异化。由此我得出一个结论，企业进化的时候起点高低并不重要，关键是要迭代循环起来。

在价值优势的背后是技术和营销的双轮驱动。我们一般的企业，包括民营企业，它们很多年来都是品牌、渠道等营销驱动。但是创新性的企业是双轮驱动的，技术驱动，比如说我要选准一个技术路线，比亚迪是磷酸铁锂电池，我技术开发的时候可以在追赶的过程中来不断地进步。比如华为，从应用到基础，从边缘到核心，从模仿到创新，所以华为产品的创新，尤其是通讯产品创新是有纵深的系统整体的创新，核心产品的创新，应用技术创新，到平台技术，根基技术的创新，是这样一个逐渐提升的过程。 CXO UNION-CXO联盟（cxounion.cn）

从市场来说，只要是优秀的企业，它们都概括出在市场上获得竞争的战法。比如汇川是个性化的需求服务，华为有铁三角等等，这里不能展开说了。整个的营销是组织化的，不是个体的，是专业化的，不是江湖式的，是细分化的，而且现在正在形成数字化的价值流。所谓价值流就是价值创造的过程，从需求管理到产品企化，到产品开发，到集成供应链，到顾客服务，现在这个链条走向了数字化之路。

要想实现技术和营销的双驱动，尤其是要想实现技术的进步，一定要有资源的压强。资源的压强就是朝着战略的方向持续的投入资源。我只要看准了这个方向——技术的方向，就持续投资源，而且是不对称竞争，就是集中优势兵力。敢于在关键处投资源，也可以理解为大赌才能大赢。而且投的过程是致力于长期能力建设，而长期能力建设的核心就是人力资本优先增长。

中国这些优秀的企业本质上都是一个人力资本企业，因为它过去什么都没有，起步的时候没有技术，没有市场，有的是什么？有的是一群中国的优秀的理科男、理科女、文科男、文科女。这样一批人整合起来，这个企业成长下来了。

下面就要打开组织之门了。

我甚至认为中国的企业家在组织创新方面的成就是超过战略创新的，为什么这么说呢？因为战略前面有标杆，我们跟随、模仿就可以了。组织这个命题，过去几千年我们中国人是没有解决的，因为过去是农业文明，只有在工业文明下才能探索组织怎么解决。 CXO UNION-CXO联盟（cxounion.cn）

这些优秀的企业有一个共同的特点，就是学生兵模式。也就是说从人力资源开发来说是内生为主的，不是依赖于外部的人力资本市场的，扎根内部把能力构建起来，让人才成长起来的过程。这个时候和员工，也是一个相对长期的合作，因为年轻人来了，大家慢慢的成长，这不能够特别短期化。但是不是说不存在流动？有流动，但是是长期合作的。对华为、美的，包括比亚迪来说，一开始搞学生兵是没办法，它招不到合适的人，只能招年轻人来干。

权宜之计变成了领先模式，优点就是起点比较高，文化一致性强，不停的招会形成梯队结构，而且学生里有逆向的信息不对称，有些优秀的栋梁之材，当时并没有想到，在企业内被激发起来的，我们把这样的人叫做“隐性的大鱼”。但是学生兵有它的问题，这对企业管理有非常高的要求，要有长期的体系化开发，自我开发，自尊驱动，还解决了中国企业长期的问题就是民营企业的信任边界问题。

因为过去民营企业很多是家族企业。费孝通也讲中国的信任就是差序结构，越远的人越不信任。长期培养学生兵，信任边界不是扩展到社会，但是扩展到学生这个范围，在一定程度上解决了问题。而且有了学生兵之后，有了自己的徒弟、子弟兵，未来的治理问题又有可能解决。否则家族企业最大问题是什么呢？你的治理问题是小概率事件。你的孩子生一个优秀的孩子，一个愿意接班的孩子，如果这些都没有怎么办？学生兵模式为这个问题的解决提供了一种方向，一种可能。 CXO UNION-CXO联盟（cxounion.cn）

学生兵进来之后，组织要有张力，要有内在的竞争力，要有优势性激励机制，要有多维激励，尤其是参与性激励和综合的获得感。从学习机会、物质利益和文化，要激励公正、透明、即时、事先，不是及时，是即时。同时为了使组织有刚性，有竞争力，有张力，要有刚性的淘汰和约束机制。这个时候组织就变得有力量了。

这个组织同时要有一个生态的机制，所谓生态机制很简单，第一要有管理平台，在管理平台上万物生长。第二要有自组织机构，各个组织自主的发展，也就是说要授权，要让员工有比较大的自主的空间。

最后一点，从文化来说，我们看到这么多企业，好像目前卓越效率，同时又有人文精神的文化，我概括为“校园文化+军事文化”，要点包括理想、追求、梦想；尊重、平等、民主。总结起来就是团队执行统一，朝气、勇气、活力；科学、事实、真相；公正、公平、公开。用我们耳熟能详的语言说就是团结紧张、严肃活泼、活力组织、实事求是。

最后，我们再讲讲两个决定性的因素。所有以上的一些元素或者要素都需要领导力来整合，从领导力来说，我提出了进化型领导。要有使命追求，要有逻辑，要有战略思维，要有力量，实践的智慧，最后要有平常人格，要有胸怀，能够允许手下的人能够成长起来。 CXO UNION-CXO联盟（cxounion.cn）

持续变革来说及就是长期的进化的事业，善于发育技能，发育核心专长，应对环境，通过反熵增，反僵化，反失范，保持组织的竞争力。

由于时间关系就讲这么多，谢谢各位。

翻译：

Shi Wei: The growth algorithm of innovative enterprises

Introduction

In Mr. Drucker’s philosophy, excellent performance and human spirit complement each other and are an important driving force for the development of enterprises. In the “Peter Drucker Memorial Management Forum” in 2023, Mr. Shi Wei reviewed Peter Drucker’s views on innovation and entrepreneurship, and based on the experience of Chinese enterprises, elaborated and analyzed the growth algorithm (internal logic and path) of science and technology and catch-up enterprises (innovative enterprises) in detail. Share with you. CXO UNION-CXO联盟（cxounion.cn）

Good afternoon, ladies and gentlemen. Today, my topic revolves around innovation, and I will talk about the growth algorithm of innovative enterprises. Of course, “algorithm” is a new word, that is, based on the experience of Chinese enterprises, the internal logic and path of the growth of these innovative enterprises.

We can apply Drucker’s ideas to China’s business practice. Briefly revisit Drucker’s views on “innovation and entrepreneurship.” Drew believes that entrepreneurship is a unique characteristic, but it is not a personality characteristic, people who pursue certainty can not become entrepreneurs, that is to say, entrepreneurs regard change as a healthy standard, is to turn uncertainty into the normal, looking for opportunities in change. CXO UNION-CXO联盟（cxounion.cn）

Drucker also said that more than 200 years ago, when the economist Say coined the term “entrepreneur”, he meant that the main task of an entrepreneur is to do something different. Schumpeter later argued that the work of entrepreneurs is disruptive innovation. So, what is innovation? Innovation is the generation of change resources. In Schumpeter’s words, you change the production function. Drucker believed in creating value and satisfaction for customers by changing products and services.

The important point is that entrepreneurship does not come naturally, or even through a unique creative process, but rather through work. Entrepreneurs in our companies can acquire entrepreneurship, but it takes effort. Entrepreneurs must learn how to make systematic innovation, which is an ability that comes from the organization, is rooted in the organization, and grows in the organization.

In fact, in recent decades, Chinese entrepreneurs have been leading enterprises on the road to innovation. I have also been tracking and researching some excellent domestic enterprises. I probably referred to the practice of Huawei, Xiaomi, BYD, Huichuan Technology, Midea and other enterprises, and summarized the growth algorithm of Chinese enterprises. CXO UNION-CXO联盟（cxounion.cn）

I have a concept that the growth of Chinese enterprises is called “opening two doors with one heart.” First of all, you have to have the heart of growth, which is the desire, and then you have to open two doors, one is the door of strategy, the other is the door of organization, and the key to opening these two doors is leadership. At the same time, continuous dynamic change is required.

▲ The growth algorithm of Chinese enterprises: open two doors

We talk about the practice of enterprises, innovative enterprises mainly refer to two characteristics of enterprises: one is science and technology; One is the catch-up type. In the past, the foundation is relatively poor, gradually reached the peak of the industry in the decades of development, and some may not have reached the road to the peak of the industry, from the growth of the heart, I think Chinese enterprises have such a few characteristics.

First of all, they are companies that understand and respect human nature. One thing these companies have done is break the cycle of low performance. I found that many companies why can’t grow? Because you’ve been in a cycle of low performance and you can’t get out of it. Why the low performance? Because of poor ability. Why the poor ability? Because of low pay, low pay leads to poor ability, low ability leads to low performance, low performance there’s no money to pay, so it’s a cycle.

China’s excellent enterprises should first break this point, that is, to use the leverage of compensation to obtain excess returns on human capital. In fact, many entrepreneurs in this issue is not found, in fact, human capital is the most sensitive capital, it is a leverage capital. You might raise your salary by 10%, and you might earn 20% or even 30%. CXO UNION-CXO联盟（cxounion.cn）

In the case of benefits and rewards already have advantages, then emphasize the broad vision, strategic intentions, and emphasize the drive of mission, that is, the pursuit of ideal feelings and meaning. In fact, many scholars have specifically analyzed that the incentive for the Chinese people should be both inside and face, that is, the dual drive of material and ideal. Chinese culture has the problem of Confucian idealism, but also legalist culture, very performance-oriented, how to combine them organically? This is the experience of good companies.

From the strategic gate, to choose a main channel. Of course, Chinese entrepreneurs have a series of methods to evaluate the main waterway, such as size, length, width and width, speed…… In general, the main waterway chosen by these enterprises has two characteristics: first, emerging industries, in emerging industries can come out of more excellent enterprises. The second may be the traditional industry, but it can achieve the substitution of foreign imports in the domestic market, and at the same time, it can achieve the substitution of international products in the international market. Now to go to the international market, even if the traditional industry to the international market, is also a very important way to develop. And the business growth of excellent enterprises is often not the problem of diversification, or the problem of the second curve, but often clusters, a group of industries.

For example, BYD from mobile phone batteries, mobile phone processing, to mobile phone components, chips, is the electronic cluster. Now battery technology can do energy storage, it can do solar, it’s clusters again. The emergence of clusters breaks the perception of business diversification. At present, there are still many enterprises facing a long focus and entering the stage of re-entrepreneurship, at this time, the choice of a new track is also an important topic for many entrepreneurs.

After the selection of the main channel, it is necessary to conduct value positioning, the so-called value positioning is “where you have advantages”, and the process of value positioning is a process of determining advantages. CXO UNION-CXO联盟（cxounion.cn）

From the situation of these enterprises we have examined, what are their advantages? First of all, we cannot deny the cost performance, the use of China’s labor and other elements of the lower cost, they still emphasize the advantage in the cost performance.

In fact, it is not only cost-effective, but also very important to understand some unique needs. Because unique needs often occur under specific scenarios, the understanding of these scenarios, Chinese entrepreneurs have an advantage, such as Huawei’s switch cold tolerance and low temperature, in the case of some voltage instability in the countryside (of course, it is a few years ago before the rural power grid has not been transformed), this time may have to make some improvements in some application functions. In addition, personalized solutions, we visited Huichuan Technology, which makes four-volt motors, the market is divided into dozens of industries, each industry provides solutions. At present, the famous brands of these local foreign investment are often stiff and often reflect less agile.

From the beginning, I summarized Huawei as a road called saturated service, which is to achieve the ultimate level of service, this service is a broad sense, is a service chain, from the most primary maintenance to help customers solve problems, to provide solutions behind, to create value for customers, the entire chain of Chinese enterprises, I can not say that the world alone. But there’s definitely an advantage. CXO UNION-CXO联盟（cxounion.cn）

From the dynamic point of view, many of our Chinese enterprises are catch-up enterprises, and they must achieve value progress through iteration. Each iteration creates incremental value, either with lower costs or differentiation in some way. From this, I came to a conclusion that the starting point of enterprise evolution is not important, the key is to iterate the cycle.

▲ Mr. Shi Wei delivered a speech at the “Memorial Peter Drucker Chinese Management Theory Forum”

Behind the value advantage is the two-wheel drive of technology and marketing. Our general enterprises, including private enterprises, have been driven by brand and channel marketing for many years. But innovative enterprises are two-wheel drive, technology driven, for example, I want to choose a technical route, BYD is lithium iron phosphate battery, I can continue to progress in the process of technology development to catch up. For example, Huawei, from the application to the foundation, from the edge to the core, from imitation to innovation, so Huawei’s product innovation, especially the communication product innovation is a deep system of overall innovation, core product innovation, application technology innovation, platform technology innovation, basic technology innovation, is such a gradual upgrading process.

In terms of the market, as long as it is an excellent enterprise, they have summarized the battle method to obtain competition in the market. For example, Huichuan is a personalized demand service, Huawei has an iron triangle, and so on, which cannot be expanded here. The whole marketing is organized, not individual, is specialized, not Jianghuan-style, is segmented, and is now forming a digital value stream. The so-called value stream is the process of value creation, from demand management to product enterprise, to product development, to integrated supply chain, to customer service, and now this chain is going digital. CXO UNION-CXO联盟（cxounion.cn）

In order to achieve the dual drive of technology and marketing, especially in order to achieve technological progress, there must be pressure of resources. The pressure of resources is the continuous investment of resources in a strategic direction. As long as I see this direction – the direction of technology, I will continue to invest resources, and it is asymmetrical competition, that is, to concentrate superior forces. Dare to invest resources in key places, which can also be understood as a big bet to win. Moreover, the process of investment is committed to long-term capacity building, and the core of long-term capacity building is the priority growth of human capital.

These excellent enterprises in China are essentially a human capital enterprise, because it had nothing in the past, no technology, no market when it started, what is there? There is a group of Chinese outstanding science men, science women, liberal arts men, liberal arts women. With the integration of such a group of people, the enterprise grew.

Now we’re going to open the door to tissue.

I even think that Chinese entrepreneurs are more successful in organizational innovation than in strategic innovation. Why is that? Because there are benchmarks in front of the strategy, we can follow and imitate it. In the past few thousand years, we Chinese people have not solved the problem of organization, because in the past, we were agricultural civilization, and only under industrial civilization could we explore how to solve organization.

These excellent enterprises have a common feature, is the student soldier model. In other words, from the perspective of human resource development, it is endogenous, not dependent on external human capital market, and rooted in the process of building up capabilities and letting talents grow up. At this time, it is also a relatively long-term cooperation with employees, because young people come and everyone grows slowly, which can not be particularly short-term. But doesn’t that mean there’s no flow? There’s fluidity, but it’s long-term cooperation. For Huawei, the United States, including BYD, there is no way to engage in student soldiers at the beginning, it can not recruit the right people, only recruit young people to do. CXO UNION-CXO联盟（cxounion.cn）

Expediency has become a leading model, the advantage is that the starting point is relatively high, the cultural consistency is strong, the continuous recruitment will form an echelon structure, and the students have reverse information asymmetry, some excellent pillars, did not think at the time, was inspired in the enterprise, we call such people “hidden big fish”. However, student soldiers have their own problems, which have very high requirements for enterprise management, to have long-term systematic development, self-development, self-esteem driven, but also to solve the long-term problem of Chinese enterprises is the trust boundary problem of private enterprises.

In the past, many private enterprises were family-owned. Fei Xiaotong also said that trust in China is a differential structure, and the farther away people are, the more they distrust. Long-term training of student soldiers, trust boundaries are not extended to society, but extended to the scope of students, to a certain extent to solve the problem. Moreover, after the student soldiers have their own apprentices and soldiers, the future governance problems are likely to be solved. Otherwise, what’s the biggest problem with family businesses? Your governance problem is a long shot. Your child has a wonderful child, a child who is willing to take over, and what if none of these things happen? The student soldier model provides a direction and a possibility to solve this problem.

After the student soldiers come in, the organization should have tension, internal competitiveness, advantageous incentive mechanism, and multi-dimensional incentive, especially participation incentive and comprehensive sense of gain. From learning opportunities, material benefits, and culture, it is important to motivate fairness, transparency, immediacy, preembe-it is not timely, it is immediate. At the same time, in order to make the organization have rigidity, competitiveness and tension, there must be a rigid elimination and restraint mechanism. That’s when the organization becomes powerful.

This organization must also have an ecological mechanism, the so-called ecological mechanism is very simple, first, there must be a management platform, on which all things grow. Second, there must be self-organizing organizations, the independent development of each organization, that is, to authorize, to allow employees to have a relatively large space for autonomy.

Finally, in terms of culture, we see so many enterprises, like the current excellent efficiency, at the same time there is a humanistic spirit of culture, I summarized as “campus culture + military culture”, the main points include ideals, pursuits, dreams; Respect, equality, democracy. In summary, it is the unity of team execution, vitality, courage and vitality; Science, facts, truth; Fair, fair and open. In the language we are familiar with, it is unity and tension, serious and lively, dynamic organization, and seeking truth from facts. CXO UNION-CXO联盟（cxounion.cn）

Finally, let’s talk about two more decisive factors. All of the above elements or elements need to be integrated by leadership. In terms of leadership, I propose evolutionary leadership. We must have mission pursuit, we must have logic, we must have strategic thinking, we must have strength, practical wisdom, and finally we must have ordinary personality, we must have a mind, and we can allow the people under us to grow up. CXO UNION-CXO联盟（cxounion.cn）

Continuous change is a long-term evolutionary business, good at developing skills, developing core expertise, coping with the environment, and maintaining organizational competitiveness through anti-entropy, anti-rigidity, anti-anomie.

That’s all for the time. Thank you.

由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于整理自作者在2023年纪念·彼得德鲁克中国管理论坛上的演讲；编辑/翻译：CXO UNIONCXO联盟小U。

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