Create a new pattern of enterprises with change

Evaluation experts have always played a key role in the selection of the top ten management practices in China by the CEConlines. They study and summarize the excellent management practices in the business world together with the CEConlines, and contribute first-class management to Chinese enterprises. Wisdom and practice. The 10 review experts who participated in the selection of "Top Ten Management Practices in China in 2019" by CEConlines are from authoritative economic and management academic institutions, excellent local Chinese consulting companies and well-known multinational consulting companies, as well as well-known market research consulting institutions.

10 review experts participated in the whole process, including voting recommendations, comments on individual management practices, and overall analysis and evaluation of award-winning management practices.

For this award-winning management practice, the CEConlines and the judges had a dialogue from multiple dimensions, including the overall rules of the award-winning management practice, the significance of reference in the new business era, "keeping integrity and innovation together". The close relationship between "strategies", and the reference significance of the reform of the award-winning enterprises to the current and future development of Chinese enterprises. The wonderful answers of the reviewers are presented as follows for the readers.

CEConline: On the whole, what are the laws and characteristics of the award-winning management practices?

Liu Shaoxuan: On the whole, the management practice of this award revolves around two key words—change and innovation, including not only the business model level, but also the basic technology level. "High-quality" development is the main theme of China's economic development in the future, and it is also an important path for Chinese enterprises to achieve further development. Change and innovation are the best answers that Chinese companies have found to cope with the current complex and changing market challenges and strive to explore a "high-quality" development path. Gao Jingxin: On the whole, the award-winning management practice companies and entrepreneurs have highlighted their interpretation of innovation, including product innovation and ecological model innovation through technological ecology. However, we also found that innovation is not the essential purpose, innovation is more the channel and key to realize the transformation and development of enterprises. After the direction of enterprise reform and transformation is determined, realizing it through various innovations is the only way in the process of enterprise management practice. Zhang Yulai: "Adapting to change" is a prominent feature of the management practices of this year's winners. In the face of the world ushering in "big changes unseen in a century", and the technological revolution is even more undercurrent, in a period of calm before the outbreak, as an excellent enterprise, it must actively "innovate, change and transform", and vigorously promote It has its own competitive advantages, and at the same time, it is necessary to be good at "leveraging" the outside world, just like sailing in the wind and waves, you must understand the "wind force" and "tidal force", and be able to coordinate them with your own power, so as to ride the wind and waves, travel Steady and far. At present, as the law of management practice, it is obvious that four points must be achieved: firstly, grasp the pulse of the times, secondly, grasp the technological trend, and thirdly, keep abreast of the consumption trend. Differentiated development path.

Sai Wang: Against the background of the overall economic slowdown, whether it is a large multinational enterprise, a small or medium-sized private enterprise, or a start-up company, everyone generally recognizes a problem: how to cultivate internal strength and improve the overall situation from the inside of the enterprise competitiveness. Whether it is using software for production management, automation upgrades, adjusting organizational structure, improving communication efficiency and team vitality, or paying close attention to innovation, expanding territory in new market areas. Business owners have abandoned the extensive growth in the past brutal expansion, paid more attention to cash flow and return on investment, made more careful investment, and increased investment in technology research and development.

Zhang Zhenghua: Among the award-winning management practice companies, there is a very obvious and consistent theme, which I summed up in 12 words, that is, "Embrace Change, Get Close to Customers, and Technological Innovation". "Embrace the change" represents the determination and confidence of the enterprise in the transformation and transformation. Many enterprises have fallen on the eve of the dawn, and the real breakthrough comes from the belief and persistence in the future. "Close to customers" is not difficult to understand. The concept of customer-centricity has also been popular for a long time in the past two years. To truly get close to customers and understand customers should not only start from the slogan, but also penetrate into the actual business of the company. go. "Technological innovation" can be summed up in two sentences. One is to promote the success of enterprise transformation, which is inseparable from the support and help of digitization, informatization, intelligence and automation; the second is to face the changes in the market and customer needs. The innovation and change of a new technology is not necessarily the breadth of new technologies. Sometimes, the depth of focusing on the advantages of the original technology will bring more possibilities.

Duan Lei: From the practice of award-winning companies, I think there are three characteristics. The first is to rethink the company's product and business layout based on the current development trends of the consumer and industrial markets. The second is to focus, not for the entire industry, but to face the needs of a certain pain point of a specific customer group in a certain market segment, dig a thousand meters in a width of one centimeter, and do fine work. The third is to improve operational capabilities and efficiency through the process-based, lean and data-based transformation of internal management.

Li Hui: There are several characteristics of good management practices: First, it is adhering to the principle and not blindly pursuing fashion. The success and growth of an enterprise cannot be achieved by some popular management terms. Pursuing the core competitiveness of enterprises is the key. Second, embrace change instead of sticking to the rules. The difference between this and the first point is that the first point is about finding the foundation of the enterprise. This point focuses on how the enterprise can keep pace with the times and become more In a complex economic environment, we are constantly seeking better ways of development. Third, what is implied is always the insight and respect for customers. Only when we truly understand the needs of customers and put the ultimate goal of all management practices on customers, this insight and respect will eventually gain customers and the market. Recognition, the success of the enterprise will come naturally.

Xie Zhaohui: The transformation from "value creation" to "value innovation". Through the "redefinition" of the traditional value creation method of the industry, break through the value competition mode of the traditional value chain, and use "value innovation" to obtain differentiated and sustainable competitive advantages, such as: Hailutong's "end-to-end value integration of supply chain" , Fujifilm's "Value Chain Resource Integration", Jimmy Group's "One-Stop Service", Huamin Steel Ball "Technology-Driven Operation Upgrade", Huntkey's "Smart Home Solutions", Ou Ruibo's "Value Chain Short Circuit Design" ", Yibo Technology's "Value Innovation and Sharing New Ecosystem", Topbond's "Agile Innovation Partner", Wanmo's "1KPI", and Youcan Robot's "Customer and Enterprise Value Balance".

Ye Xiaosong: Overall, the winning management practices show the following rules and main features: Transformation and upgrading must require breakthroughs in R&D and innovation. To grow, enterprises need to rely on IT means and management upgrades, and make breakthroughs in the three dimensions of products, customers and regions. The core of localization is the localization of talents. In order for enterprises to enter the high-profit area, they must constantly upgrade their strategies and business models to get rid of price competition. The biggest common point of all award-winning companies is that everything is customer-centric and creates customer value.

Liu Jingjing: From the award-winning companies, we can see that whether it is a well-known global company or an emerging private company, everyone is embracing changes and actively seeking innovation and change. Be more customer-oriented, carry out iterative innovation of products and services; pay more attention to the ability of the organization itself, and build the agility and innovation of the organization through digitization, automation, and integration; and the realization of these goals is behind the source. For the attention and emphasis on talent.

CEConlines: In 2019, the global economic growth slowed down, and the industrial restructuring entered a critical period in an all-round way. Enterprises faced dual pressures and risks from internal and external factors, and needed to find new growth points and succeed in new challenges. Evolutionary upgrades. In your opinion, what are the implications of this award-winning management practice in helping companies meet new challenges?

Liu Shaoxuan: The award-winning management practice has important reference significance for enterprises in two aspects. First, at the level of basic technology, enterprises should increase investment in research and development, enhance their own technical capabilities, improve the entry threshold of subdivided industries, and strive to be the leader in subdivided fields and create their own blue ocean. Second, in terms of business models, enterprises should adopt cross-border thinking and linkage mode to open up the upstream and downstream of the industrial chain, provide customers with integrated solutions, and maximize customer value.

Gao Jingxin: The winning management practices have achieved quick response and flexibility in the process of coping with the new challenges of the enterprise. In response to challenges, the first step is to judge and estimate the impact of future industry and macroeconomic development on the company's own ecology, so as to quickly determine the company's development strategy, and continuously optimize and implement strategic content through technological changes and management upgrades, so as to realize the challenges. The rapid response and flexibility of the company can also explore new business needs and development opportunities in the challenges.

Zhang Yulai: "All roads lead to Rome", as long as enterprises have the courage to change, and according to their own actual, down-to-earth reform and forge ahead, there will be no difficulties that cannot be overcome. The award-winning companies can be said to have unique characteristics, different styles, and different fields. However, the courage to innovate is probably their common distinguishing feature. Therefore, facing the huge pressure and risks from the external environment such as the slowdown of global economic growth and the Sino-US trade war, it is not that there is no way out for companies. At the same time, a technological revolution is in the making. This requires that enterprises must be able to gain insight into the trends of the times, recognize their own competitive advantages and disadvantages, and find their own development direction according to market demand trends. Risks and opportunities coexist, and the key is whether the company can carry out changes and innovations according to the actual situation and achieve a magnificent turnaround.

Wang Sai: Usually, in the upcycle of the economy, the market demand is strong, and the development focus of enterprises is "scale growth". Its core indicators are market share and asset scale, and its main means are low prices and debt expansion. and cross-industry mergers and acquisitions. During the economic downturn, the market demand is sluggish, and the focus of corporate development is "organic growth". Its core indicators are profit share, cash flow and customer assets, and its main means are industrial contraction and marketing focus. How entrepreneurs effectively use business and marketing strategies becomes a key capability for growth across economic cycles. We are delighted to see that most of the winning companies have formulated clear business strategies and marketing strategies for their future, which are what all companies in the big environment need to emulate and pay attention to.

Zhang Zhenghua: In the face of new challenges, I summarize three innovations to create sustainable competitiveness. The first is "business innovation", which improves the sensitivity of the market, industry, customers and competition. Starting from the actual problems of traditional business scenarios, it changes or optimizes the traditional model and value chain to upgrade the business again. The second is "technological innovation", which improves the vision pattern of business growth and change paths, and discovers more possibilities. Enterprises must learn to use technology to continuously improve their sustainable development competitiveness. The third is "talent innovation". With the development of science and technology and the growth and transformation of enterprises, the leadership quality model of talents required by enterprises is constantly changing, and the competition of enterprises will eventually fall into the competition of talents. Strategy and attention to reserve talent reserves are very important for enterprises!

Duan Lei: I do not deny the severe economic environment, but there are still a lot of opportunities, but opportunities are no longer common, are no longer so easy to obtain, and are no longer so easy to grasp firmly. Faced with such a market environment, I think at least the award-winning companies have given us the following four inspirations: First, it is necessary to change, and it is extremely dangerous for the current market situation and companies to adapt to changes; second It is to pay attention to the changes brought about by consumption upgrades and seize opportunities quickly; the third is not to be comprehensive, but to have advantages in specific fields, which can be technology, cost, platform, customers, etc.; the fourth is the background To be able to keep up with the changes in the foreground, the changes in organizational management must follow the changes in business and strategy, and provide strong support, which is what we usually say: let the soul keep up with the pace of running.

Li Hui: The success or growth of an enterprise depends on two factors. One is the capacity of the industry and market, which is often affected by the political and economic environment at home and abroad, the industrial structure itself, and social culture. Consumption customs have a great influence, in other words, companies can make efforts on this point, but after a company chooses an industry, there is less that companies can do on this point. The second is the strengthening of the company's competitive advantage, that is, on this piece of cake, how much the company can get, and whether it is delicious or not, the company has a lot of initiative. Most of the award-winning management practices focus on the second point, do what you can do in a down-to-earth manner, and constantly pursue certainty in an uncertain environment, which is also the foundation of entrepreneurs and enterprises.

Xie Zhaohui: Enterprises stand out in the harsh external environment and fierce market competition, and focus on building the "foundation of survival" of enterprises. In-depth market insight can find new good opportunities, but the lack of endogenous capabilities will also "pass by". Based on the core competitiveness that the enterprise has, such as technology, brand, etc., in the chain of creating value for customers, predict the development trend, re-identify the opportunity of "value integration", realize the ability expansion based on the origin of the core competitiveness, and let the transformation , change and innovation, these high-frequency words cited in the practice of this award-winning enterprise have become the core of helping enterprises consolidate the "foundation of survival" and seek sustainable development.

Ye Xiaosong: First of all, "cash is king", we must reserve sufficient "grain" to meet future challenges before investing in future transformation and upgrading; secondly, "leftovers are king", we must To ensure that we can serve our existing customers well, while allowing ourselves to survive for a long time; the third is to predict possible opportunities in the future, and to innovate, transform and upgrade for the future.

Liu Jingjing: Under the circumstances of slowing economic growth and intensifying international trade and geopolitical frictions, the most important thing for companies to survive and seize the opportunity to achieve development and upgrade is to transform Business thinking, from "what do I have" to "what do customers need", adjust corporate strategy around customer needs, evolve organizational capabilities, improve organizational efficiency, attract and retain core talents, and create a win-win and common prosperity ecosystem. The management practices of these award-winning companies are the best interpretation and portrayal.

CEConlines: The theme of this event is "Keeping the right and innovating and conspiring for a long-term strategy", focusing on enterprises in "consolidating advantages, leading innovation, reshaping themselves, iterative evolution, insight into the times, and creating the future" efforts and achievements. In your opinion, how do the award-winning companies embody "keeping integrity, innovating and seeking common vision"?

Liu Shaoxuan: General Secretary Xi pointed out that "development is the first priority, talent is the first resource, and innovation is the first driving force". The theme of this year's event "Keeping Upright, Innovating and Conspiring for a Long-term Strategy" is also closely in line with the three key points of the general secretary's outlook for the future. Keeping upright innovation means taking innovation as the driving force and talents as resources, deeply cultivating subdivided industries, striving to introduce and cultivate high-level talents, exploring new technologies and new models, and laying a solid foundation for future development. To seek a long-term strategy, that is, to take development as the top priority, to promote industrial optimization and upgrading through reform, to create new services and new values, and to achieve "high-quality" development.

Gao Jingxin: These eight words can actually be divided into 4 key words, keeping integrity, innovation, conspiracy, and long-term strategy. Among these four keywords, Yuanlue is actually the enterprise development goal we want to achieve. After determining the goal of enterprise development, the first three key words need to be continuously practiced. Keeping the key is to do a good job in the basic skills of the enterprise's own development, and many links involving enterprise operation, management and operation must achieve sustainable development. , Innovation is to respond to different external environments by making changes in the behavior of the three links, and collusion is to expand the scope of the enterprise's influence, expand the internal influence to the external influence, establish an ecology, and cooperate with the industry Important participants in the upstream and downstream of the chain and in the ecology jointly discuss the win-win mechanism and jointly realize the long-term strategy of the entire ecology.

Zhang Yulai: "Keeping the righteousness" is the "consolidation of the foundation and cultivating the yuan" in the traditional Chinese philosophical thought. On this basis, it is necessary to constantly "innovate" according to changes in the external environment and changes in its own conditions, so as to achieve progress and development. It can be said that the award-winning companies have their own "housekeeping skills", such as Hailutong's own brands and channels, and the huge technical reserves of Fujifilm's parent company. However, building such a competitive advantage does not mean that an enterprise can achieve sustainable development. It must also adapt to internal and external changes, that is, innovation, which is the inexhaustible driving force for enterprise development. In addition, in the face of the tide of the sharing economy, choosing external cooperation is also one of the optional ways to achieve success. This is the concept of "Agile Innovation Partner" like Topbond.

Wang Sai: The fundamental reason why most companies get into trouble is that there is a problem in the industry where the company is located or the business focus and business structure of the company are wrong, and the potential of their core business is not maximized. Keeping upright means consolidating the advantageous areas of the enterprise and ensuring the normal operation of the enterprise, which is the lifeline of the enterprise. Innovation means constantly breaking out of the comfort zone and injecting vitality into the future of enterprise development. And where to innovate, you can see the skill of the person at the helm of the enterprise. What is impressive is that Fujifilm's business strategy transformation has successfully brought the company into the "second growth track" by deeply excavating its own advantages and capabilities in its core areas.

Zhang Zhenghua: The award-winning companies have shown us their persistence in their core technologies and competitiveness, as well as their openness and pursuit of technological innovation for the market, competition and customers. Perseverance does not mean stubbornness, and innovation does not mean abandoning the past and starting anew. The innovation of the core competitiveness of enterprises is more reflected on the road of sustainable development and constantly honed and excavated. Only in this way will the built business empire be more solid. In the commercial market of the new era, the boundaries of industries are becoming more and more blurred, and the use of technology is becoming more and more extensive. In the face of market uncertainty, creating an ecological business environment is indeed one of the effective solutions for many companies to face competition and market challenges, and create a common goal value with customers, employees, suppliers, shareholders, investors and other stakeholders Groups, forming sustainable competitive and cooperative relationships with competitors, exploring new areas of blue ocean space with cross-border partners, and reshaping corporate social responsibility relationships with social governments are all effective paths for companies to "consult long-term strategies".

Duan Lei: This aspect is still very prominent. First of all, the award-winning companies generally recognize that it is fundamental to stick to the main business and deepen and solidify their business. At the same time, they should develop cautiously around their own business. , or seeking innovation in technology, products, and business models, are the common characteristics of these enterprises. Facing the future, these companies have a very clear sense of direction. At the same time, the layout and investment in all aspects also fully reflect the company's foresight and strategic determination for the future.

Li Hui: In Sun Tzu's Art of War, it is said that "to be right, to win by odds", the right here implies the meaning of keeping right. Most of the award-winning companies are pursuing the improvement of their core competitiveness. , did a lot of useful practical exploration. The strangeness here, in the modern business society, is no longer the era when one trick is popular. The strangeness cannot be reflected in the novelty and surprise. The strangeness should be more reflected in the innovation based on the improvement of the enterprise's innovation ability. Products, solutions, and services are the only ones that cannot be replicated and can truly help companies succeed. Most of the management practices here have made useful explorations in the aspect of "keeping integrity and innovation", and conspiracy is a process and result of brainstorming and learning from each other.

Xie Zhaohui: "Innovation" is the most eye-catching label of this award-winning company, extending from traditional technologies and products to value chains, operation models and business models, from traditional single technology and product-driven Competition has evolved into an "upgraded version" of differentiated competition with value integration, platform operation, and integrated solutions as the core; "conspiracy" is a new realm of enterprise development. These award-winning companies have lofty development goals and are better at high efficiency It integrates and utilizes resources in an efficient manner, uses the stakeholders of many enterprises for their own use, obtains competitive advantages based on the link, integration and application of multilateral resources, and jointly shapes the platform, develops together, shares achievements, and seeks the future together.

Ye Xiaosong: Keeping upright means that everything is customer-centric, and innovation is based on this core basis. Innovation without customer value is "hooligan"; the award-winning enterprise is such a model. A common strategy is to co-create with customers and partners to predict the future and realize the future.

Liu Jingjing: The award-winning companies all have very clear corporate visions and business orientations. While gaining insight into customer needs and quickly innovating products and services, they still adhere to their own main business channels and continue to polish their core business. In the internal management, by updating the comprehensive management system and continuing to pay attention to and invest in core talents, we can maintain the continuous iterative evolution of the organization and move towards the goal of "everlasting business". In addition, we also see that some companies are committed to building an industrial ecosystem, abandoning the thinking of zero-sum games, and more from the perspective of win-win and common prosperity, building platform-based organizations, connecting upstream and downstream enterprises, and working together to maximize satisfy customer's request.

CEConline: What is your observation on the growth process of these companies in management? What are the characteristics of this group of corporate leaders who are active in the front line of management? What positive impact does their experience have on the entrepreneurial community?

Liu Shaoxuan: The growth process of award-winning companies, that is, the exploration process of enterprise management, all originate from specific business practices, are sublimated from unique management feelings, and are classic cases of "unity of knowledge and action" . The most important characteristic of this group of corporate leaders who are active in the front line of management is the courage to innovate. Think what the predecessors did not think, and do what the predecessors did not do. Only with the courage and belief in innovation can we continuously lead the enterprise to achieve new development. Their experience is a good example and demonstration for entrepreneurs, which will help entrepreneurs to upgrade their thinking patterns, expand their decision-making models, and create more value for the entire society.

Gao Jingxin: Industry subdivision can be subdivided into industries, and industry subdivisions can be subdivided into enterprises. If the enterprise is further refined, it is necessary to find entrepreneurs as representatives to sort out and analyze. Therefore, entrepreneurs play a vital role in the development and growth of enterprises. In the process of management practice, these entrepreneurs interpret the connotation of entrepreneurship in different dimensions, and use the achievements of enterprise development and innovation to prove their perseverance and choice. Moreover, the characteristics of these entrepreneurs are very helpful to the sustainable development of enterprises, including insight into the industry, overall view, cognition of business essence, and execution ability.

Zhang Yulai: In recent years, Chinese enterprises have made rapid progress in technology and management level, which is closely related to China's economic progress and development stage, and is of course also affected by changes in the world economic environment. Today, companies active in the front line of management are no longer blindly pursuing short-term profits, but are more willing to take a long-term perspective. This seems to be a new feature of the growth of Chinese companies, and it also forms a certain difference from the shareholder interests first represented by American companies. sex. This more prominent feature of "planning and strategy" will also bring a new atmosphere to the entire group of entrepreneurs, and it will also have a huge impact on the future transformation of Chinese enterprises and the building of future international competitiveness.

Wang Sai: The managers of enterprises gradually have a unified consensus: innovation is necessary to develop. Not innovating will die, but innovation may also die. Business innovation today is difficult to predict and can lead to failure. But innovation should not be an accident. In the process of enterprise innovation, there must be monitors and explorers to discover opportunities; at the same time, they must also be implementers, communicators and users, so that the success rate of innovation can be greatly improved. However, innovative companies must also be determined to give up and stop losses in time. Stopping in place, you can hold the current market, and there is the possibility of failure if you develop forward, but if you don’t develop, you will eventually be eliminated. We see that this group of outstanding enterprise managers not only have the determination to innovate, but also can constantly adjust the course in the process of innovation, and dare to break through and stand up. This is a delightful change!

Zhang Zhenghua: First, grow up in the rain of bullets and find opportunities in crisis; after experiencing the muddy, glorious and failed development of enterprises, these entrepreneurs have a new understanding and cognition of crisis awareness. All kinds of, when they face competition, crisis, risk and challenge, become more tenacious and more determined! Second, focus on technological innovation, and openly embrace R&D and management innovation; from unfamiliarity, wait-and-see, hesitation, and catch-up, this is the reality of many companies facing the advent of new technologies and new ideas. And the entrepreneurs who won this time have shown us their confidence in the future and their expectations for tomorrow! Third, focus on business transformation and restore actual business scenarios; it is not difficult to find that the actions and thoughts of these entrepreneurs are increasingly focused on business scenarios and the solution of specific business problems, and they have begun to gradually build their own internal strength to face the More possibilities from outside.

Duan Lei: The vast majority of these enterprises are technology manufacturing enterprises. Their common feature is that they start from a single product or business with market demand and technological content, and gradually realize from a single product to related products, from one place to many. The transformation and upgrading from product to platform, and finally formed a scale advantage in this field. In these entrepreneurs, the characteristics I see include: keen market sense, extremely high product and business innovation ability, decisive investment, long-term persistence and determination.

The significance of their experience to the entrepreneur group is as follows: first, it shows that the market in transition is promising; second, it shows that even traditional enterprises and simple products can establish technological advantages, cost advantages and service advantages through innovation, so that they can be used in the market. Thirdly, it shows that no matter what kind of environment you are in, the development of the enterprise still has rules to follow, and it is still possible to achieve the dream of becoming stronger and better through the simultaneous upgrade of business and management.

Li Hui: Chinese enterprises, especially private enterprises, although more than 40 years have passed since the beginning of the reform and opening up, the genes of the environment and the influence of the people around them still make Chinese entrepreneurs carry deep characteristics and imprints. In the foreseeable future, it may be difficult to make a big change. In this context, it is a common phenomenon to focus on business and neglect management. This group of entrepreneurs who pursue management has their vision In other words, the thinking is advanced, because the dividends will not always be there, and only relying on the business will encounter bottlenecks sooner or later. In the future, China's entrepreneurial group will inevitably need to focus on business with one hand, management with one hand, and hard on both hands. More entrepreneurs and more Chinese enterprises stand at the peak of the world's enterprise forest.

Xie Zhaohui: The industry, competitive environment, development history and life cycle of the award-winning companies are all different, but they have all grasped a wonderful "growth period", and continued this wonderful through continuous model upgrades and iterations. Identifying and grasping the high-quality "growth period" of an enterprise and finding sustainable "growth drivers" have become the key to enterprise development and breakthroughs. "Wisdom and innovation" is my overall impression of the leaders of this award-winning company. They all have a "warm heart" that perseveres and pursues excellence, and makes all difficulties and dangers "dissolve". And the innovative spirit of self-iteration is the best reference for everyone.

Ye Xiaosong: In my opinion, the characteristics of these business leaders mainly capture the following key elements: first, self-learning, constantly thinking and reflecting on oneself, and constantly contacting the outside world to keep pace with the times, continuous learning, and constantly adapting to the environment. Variety. Entrepreneur's own growth is fundamental. Second, the team is the primary productive force, and we truly regard talents and teams as the core of the company's continued success and invest in it. Third, culture is the cornerstone of an enterprise's success. Whether it is the localization of talents or the development of cohesive teams towards a common vision and transformation goals, the power of culture is inseparable. Fourth, the strategy needs to be constantly upgraded. Just like Huntkey, through innovation and diversification, it has formed its own strategic upgrade; the success from basic business to growth business, and finally to emerging business, is fundamentally derived from the future market. Analyze and judge, and seize the blue ocean market that has not been effectively satisfied.

Liu Jingjing: We are very pleased to see that these outstanding companies have gradually become a variety of fields by virtue of the extreme polishing of product quality, rapid response to customer needs, continuous polishing of management level, and continuous investment in core talents since their establishment. of leading companies. The leaders of these enterprises well represent the perseverance and perseverance of Chinese outstanding entrepreneurs, and at the same time embody the entrepreneurial spirit of continuous learning, embracing changes and daring to make breakthroughs. Their leadership style that looks up to the stars and down-to-earth can be learned and referenced by all enterprises in the VUCA era.