dynamic competition

We all know that the International Management Institute is the world's most influential, with nearly two A management academic organization with 10,000 members. And Professor Chen Mingzhe is the chairman of the association with the highest honor in the management field. Before the interview, as I usually do before interviews, I did some research and knew a little about Professor Chen's academic background, research field and achievements. Mingzhe Chen received his MBA and Ph.D. from the University of Maryland in 1988. He has taught at Columbia Business School, the Wharton School of the University of Pennsylvania, and now the Darden School of Business at the University of Virginia. In the more than 20 years of teaching in these three top American business management schools, more than 3,000 MBAs have been cultivated. He has twice been invited to Tsinghua University and Renmin University to train management professors in Chinese business management colleges, and is known as an "all-round integrated scholar". As a student of ups and downs in the United States for more than 20 years, I can't help but be curious about his academic success. The college student who crossed the ocean from Taiwan more than 20 years ago has now left a deep imprint on the management academic circle on the other side of the ocean, becoming the first Chinese person in the Western management academic circle.

What do Chinese companies need?

Perhaps mainland entrepreneurs are not familiar with the well-known Western academia's theory of dynamic competition, but when it comes to the royal family, it is estimated that everyone in the business world is already familiar with it. As the founders of the class, Dr. Chen Mingzhe and Mr. Shi Zhenrong spread the "kingdom" management concept for the Chinese business community, and invited top business founders from the mainland and Taiwan and professors from world-class business schools to teach mainland entrepreneurs.

“Mainland enterprises have risen very fast in recent years, and this force has attracted the attention of the Western world.” As he has been focusing on the management model of Chinese enterprises for many years, when I mentioned the “kingdom”, Professor Chen was obviously very involved:” We Chinese have gone too far in the journey of chasing Westernization, and it is time to rethink. What is really suitable for us? What is the concept of business management suitable for Chinese? What Western things can be used and what cannot be used? "

Putting Chen's above thinking into a realistic context, we can clearly see the evolutionary trajectory of the power balance between eastern and western enterprises in the past three decades. Especially in the past ten years, mainland enterprises have developed rapidly, and even after the financial crisis, they have continued to rise against the trend, while the United States, which has always been regarded as a model for learning, has closed down and unemployment has risen. It seems that during the financial crisis, Western companies that are good at process control management and institutionalized management cannot save the company. The tide of bankruptcy of a large number of Western companies has also made Chinese entrepreneurs sober a lot. More importantly, after decades or hundreds of years of development in foreign economic development, some bad problem clusters have been exposed; relatively speaking, although Chinese businessmen in mainland China, Southeast Asia, Hong Kong and Taiwan have also experienced ups and downs, However, it is still in the stage of development and maturity, and the problem has been growing along with it, but it is difficult to form a collective outbreak. In the process of this transformation, many Chinese entrepreneurs feel that the Western model seems to be no more than this.

The gap in reality makes the Chinese re-evaluate the difference between things. Many have begun to question the appropriateness and sustainability of Western management models. At the same time, this fluctuation is also fed back from the business world to the management academia. After the Japanese model, how should we view the management model of Chinese companies?

"The 'Royal Values' is a kind of exploration of the values of Chinese enterprises, trying to understand and sort out the management genes of Chinese culture." The Wang Dao entrepreneurs in Chen's management system should be committed to the balance between career achievements and humanistic care, taking into account the individual enterprise In accordance with the overall needs of the society, the pursuit of overall unity and long-term development.

Reflections on American Business School Education

Chen Mingzhe's reflections on the values of Chinese companies come from His reflections on American business school education and even global business school education models. As we all know, the United States is the birthplace of business schools, and the entire business school model itself is the product of the American business soil for many years. In terms of its existence, it is mainly to inherit the academic rules that can cultivate qualified professional managers. There is no business school in the inheritance of Chinese culture under the culture, but more of the cultural inheritance of business gangs in the same region.

"From my personal experience, the taste of American business schools has changed." In Chen's eyes, American-style academic education is deeply influenced by Western absolutism values, with clear exclusivity and procedural nature. Business schools themselves are accustomed to using a large number of indicators for quantitative evaluation; at the same time, a large number of professional managers trained by American business schools focus on performance, look at performance appraisal, and recognize indicators.

"This educational orientation has led a large number of American managers to finalize their criteria for success in life as their annual salary, what social class they are in, and how much resources they possess. Perhaps Americans are used to calling these professionalism. But these things have overturned many humanistic connotations inherent in traditional oriental culture, and have evolved into excessive utilitarianism." What makes Chen even more regrettable is that, because Chinese business schools are imitating the American model, the thinking of this extreme utilitarianism is also All the brains have been learned.

"The concept of most of our own people has also been assimilated by the American concept to regard the annual salary and the amount of resources that can be controlled in society as the criteria for success in life. Words such as 'status', 'power', and 'upper class' have become popular among the public. The darling of the mouth affects the whole social class to go crazy for profit, and gradually form artificial opposition."

It is precisely because of these intuitive feelings that Chen frankly began to worry about the starting point of business school education a long time ago - training managers Are people trying to ensure the efficient profit-seeking of the market after processization or to protect human nature? Is an enterprise a combination of a cold cascade structure or a product of humanistic care, a tool to improve productivity or a "proper" tool to release the quality of life?

Of course, it's not Chen who is thinking about this. Sociologists from both the East and the West have been discussing such topics all the time. In other words, because human nature itself is elusive, no one can define the standard, so in the daily practice management of enterprises, the West gradually tends to seek some available norms or rules to operate, trying to divide the general and vague human factors into quantification. A controllable and sustainable process model, and based on this, a large number of regulations are formed to guide practice, and it has risen to a standard management operation mode or concept that is hoped to be universally applicable.

In this regard, Chen Mingzhe said that it is now necessary to return the quantitative process thinking to the origin of management: "At the practical level, for enterprises, profit-seeking is of course the top priority, but the ultimate significance of enterprises setting up management systems is to To protect human nature, if the existence of these mechanisms prompts enterprises to put the cart before the horse in practice—human nature gives way to profit-seeking, then those who set up the mechanism must reflect carefully, and business school education should also review.”

Chen Mingzhe also said that in the past, because the Chinese had no foundation and no norms, they just bowed their heads to learn the mechanisms and routines of Western companies and business schools, but in the process they lost too much of our own "Tao", so he It is believed that in the future, while we learn from the West, we need to seriously consider regaining the essence of Chinese thought.

What the mayor wants is different from what the market wants?

After listening to Chen's aforementioned remarks, I am sighed that doubts about the rationality of Western enlightenment are increasing day by day. Human beings are unavoidable in their search for new directions. Is it the correct response to regain the ancient way of Chinese culture? Especially looking back at our own history, in the process of connecting our thinking with the world, we can deeply appreciate the various inconveniences brought about by traditional Chinese thinking.

Facing my doubts, Professor Chen explained, "There is no difference between good and bad thinking habits, but our ideological comments are always overkill. The attitude of learning from the West is just as blind. The May 4th came to criticize the 'modern mean' severely. However, compared with the absolute management concept of western companies, the 'modern mean' can provide a broader management perspective, and many things require the 'modern mean'. ' and 'yong' are slowly planned."

From an objective point of view, the current development of mainland enterprises is neither "yong" or not. An executive who controls a state-owned enterprise with 10,000 people said helplessly in Professor Chen's class that in the actual external environment, a real problem facing executives is that what the mayor wants is different from what the market wants. Whether to choose the market demand first or the mayor's demand first in the decision-making has become a difficult problem.

"Using Western management knowledge and practical operations to explain the difference between 'market' and 'mayor' does not make sense, nor can it help mainland corporate executives who are actually in trouble. The Confucian Middle Way study, however, can provide a buffering perspective, resolve such contradictions due to different perspectives and different needs, and achieve a balanced interest tolerance structure."

In fact, the abstraction in some Chinese cultural concepts The symbols are mysterious and distant, which makes people look up to the mountains. However, there is no sign of transforming the essence of this ancient Chinese culture into a practical operation path that can be applied to modern management. However, Chen Mingzhe has been doing exploration work down to earth. As a management scholar who has lived in the United States for nearly 30 years, Chen established the Global Chinese Enterprise Development Center at a Western business school very early. published. He has been trying to abstract from Chinese culture the general rules applicable to modern management. But "the difficulty is that today's business operation rules and business management rules are based on Westerners' logical system and operational norms. They have established and improved the entire process, and fed back to the academic theoretical operation level. East and West are learning thinking. Different, to a certain extent, many oriental scholars are confused when they actually construct their own enterprise theory."

From one to unified or from unified?

Chen gave me an example. It is also for learning. The traditional thinking mode of oriental scholars has been deeply influenced by Confucianism and Taoism for thousands of years, showing a strong transferability. The continuous ripple logic like silk threads is the characteristic of traditional scholars. Affected by the traditional Confucian culture's division of the business class of scholars, farmers, and businessmen, it is difficult for the culture of craftsmen and merchants to be highly regarded as a way of thinking that is biased towards science and engineering. The overall academic habits tend towards literati logic.

On the contrary, Western-style learning is deeply influenced by empirical science, and is obsessed with the depth of the "one" point. Compared with Chinese people who talk about dialectics of duality everywhere, Western scholars pay more attention to the absoluteness and exclusivity of things, and then carry out clear characterization. In the eyes, if one cannot model and formalize the research of one point, it is difficult to call it an argument.

East and West have different understandings of the word "argument" itself. Scholars with strong Chinese literati tendencies probably have a preference for "Zhuang Zhoumengdie". For them, most of the research and argumentation The purpose is to seek a certain artistic conception of life. Argumentation is only a tool for questing, and it is only a corner of the "thing" in "a gentleman is good at false things"; while scholars under the influence of Western-style empirical science regard the process of argumentation as a treasure. , from their point of view, the so-called conclusion is nothing but the result of a certain possibility in the process of argumentation, so the important thing is the method of forensic reasoning adopted in the process of argumentation, just as Western scholars generally have "procedural justice" in parallel in the direction of "substantial justice". In this regard, Chen Mingzhe can be described as one of the samadhi, as evidenced by the series of research and demonstration process he has done around dynamic competition.

According to Chen, if the above differences in humanistic and academic thinking are transferred to real management practices, it will be found that the differences between Chinese and Western cultures in corporate management are even greater. Chinese-style organizational managers pay attention to "unification" The concept, unified from one, pays attention to the kingship of one person and the kingship of everyone, which is a typical Confucian derivation logic of inner sage and outer king. Westerners, especially American organizational managers, pay attention to domineering "unification", and the most flamboyant ethnic group pays more attention to process cooperation in actual operation, and the "one" thing is carried out by the group as a whole. "It's often exclusive and fragmented.

Chen's Confucian logic of inner sage and outer king may be seen by outsiders as a deep cultural gene that the Chinese are extremely diligent but difficult to manage. The Chinese who pay attention to local cultural complexes may be because everyone is trying to be inner sage. Foreign king, so in terms of unity, he was repeatedly criticized by the outside world as a dish of scattered sand. However, starting from Professor Chen's abstract thinking on why managers in the East and the West have different ideas, the spark created by the collision between the unified and soft Chinese-style thinking and the unified and rigid American-style thinking may complement each other in the future management field.

How far is the Chinese enterprise concept from maturity?

In answer to my question about whether Chinese entrepreneurs are mature and how far from Chinese business ideas are mature When asked about such questions, Chen Mingzhe said thoughtfully and cautiously: Chinese enterprise management, which started in Singapore, Taiwan and other places, has a history of nearly 40 years, and is gradually exploring a model suitable for local humanities and national conditions, especially the financial crisis. Since then, a large number of Western companies have fallen into difficulties, while the Chinese economy and Chinese companies have been developing rapidly. However, it has only been 25 years since the domestic reform and opening up, and we still need to continue to observe how to achieve sustainable development. This is the most difficult thing in macro strategy, and we can only watch as we go. In fact, in the past, we mostly adopted Western-style management tools and learned the way of institutionalized operation in the United States. From the current point of view, Chinese entrepreneurs have begun to go deeper by themselves, and what they need is not only management methods, tools and other concrete operations. Norms, but are gradually extended to the deep-level concepts of humanities. The use of tools is only the appearance, and the concept behind it is the driving force. Of course, this requires some more complete discussion foundations.

Chen said that, in his personal opinion, the Eastern and Western management trends have actually gone in one direction. It's just that China lacks some of the perspectives that world-class entrepreneurs need. It's a matter of experience; at the same time, Western entrepreneurs are also putting down their stature and starting to really think about how to view market issues from a perspective that is connected with China and the West, rather than Western learning. It adopts the traditional and old way of adapting to the local Chinese style. In this way, the situation is more complicated.

Chinese Entrepreneurs——The Emerging "Scholar" Class

In recent years, in the face of the growth of the Chinese entrepreneur team, the improvement of quality, and the increasing social responsibility, people have defined them from the perspective of sociology. Element. Professor Chen Mingzhe is amazing on this. He talked about the changes in the world today. It is no longer a farming civilization but a post-industrial age and an information age. In the past, we talked about scholars, agriculture, industry and commerce, and business was the last. The family is promoting social development and cultural inheritance. Therefore, this large number of entrepreneurs who are the dominant force in society and adapt to the market economic system have also become the emerging "scholar" class in today's China.

In this regard, Chen Mingzhe proposed that businessmen and entrepreneurs are two conceptual categories. To be an entrepreneur, the first step is to have the concept of starting a business, because after all, it is a business activity, but he feels that "business" itself means "transaction", while an entrepreneur has the connotation of starting a business, and is more focused on business In terms of sustainable management - the first premise of sustainable management is to shoulder corporate social responsibilities, not transactions.

Of course, he came back again: "From another point of view, our current business actually wants to be sustainable, including family businesses. It used to be an old saying that family businesses are only rich for three generations, but now family businesses will definitely be richer than ever. Three generations, because there are many ways to survive, one way is to enter a professional perspective and conduct professional management, and the second way is to let the family continue to operate through equity or corporate governance, so everyone’s pace is essentially business. Turn to entrepreneurs."

Although Chen believes that the concept of businessmen and entrepreneurs still needs to be systematically studied, he further points out that "Confucian businessmen" still remain within the framework of businessmen. Although Confucian businessmen have Confucian ethics Constraints have some social responsibility functions, but it is difficult to determine whether there is a professional model, so it cannot be regarded as an entrepreneur in the modern sense. As a modern entrepreneur, in addition to being bound by models and social responsibilities, it can also be included in the conceptual category of professionals; moreover, not only businessmen can turn into entrepreneurs, doctors, accountants and other professions can also become entrepreneurs road development. Chen advocates that in the future, it is necessary to transform or transform from traditional Confucian businessmen and Zhejiang businessmen, and gradually form a truly mature entrepreneurial concept, implement and implement systems and models, rather than a cultural habit. Take the road of entrepreneurs and continue to operate!

Another interesting phenomenon is the management concept of the local business gangs of the Chinese. Because of their common cultural genes and established business ethics, they believe that what they do will never harm the villagers. This simple family management concept itself It will also become an important principle of the newcomer class in the operation of modern enterprises: "The West talks about corporate social responsibility. In fact, the social responsibility of our Chinese enterprises has a heavy gene since ancient times. They should learn from us in this regard."

Entrepreneur's Judge "Establishing People" Responsibilities

Maybe we all came out of school, and the topic turned to education without realizing it. China has a long history of civilization and education. Traditionally, there are school education, civic education and social education. The responsibility of education is performed by "scholars", and in the past, intellectuals have always been responsible for the inheritance of "scholars" in this regard. "But today's world is dominated by industry and commerce (of course, politicians are not excluded)", and the current situation, Professor Chen said: "For example, today I am an entrepreneur, I recruited a person, and he worked with me , I was leading him almost like a mentor. When you came in, I was usually called a teacher, so in fact, a large number of entrepreneurs have assumed most of the responsibility for social education. An entrepreneur may have hired you for 20 years. And we teach people, and we teach students a four-year course in college.” So in educating people, the weight of entrepreneurs is getting more and more important. Entrepreneurs already play the role of adult education and social education in our society!

Chen Mingzhe also said with a smile: From a practical point of view, every enterprise is an independent small kingdom inside, with the title of a large external society and a small society inside the enterprise. Look at Guo Taiming's Hon Hai, with nearly one million people. , is an internal kingdom with a strong "Guo" character imprint. A person who has just entered the society works in your company. His life trajectory, philosophy system and way of doing things are all influenced by you all the year round. Therefore, the concept of entrepreneur has long been not limited to a simple employer who pays a salary, but a "real person". ".

Speaking of this, Chen Mingzhe, who has devoted himself to the door of great Confucianism, is familiar with the Four Books and Five Classics, and various schools of thought, even cites the classics and emphasizes: Chinese people love to say that "you can't think about your position, don't plan for your government", "a position of ” Dismantling the word is “Liren”, which is the old saying “in a big position”. Nowadays, it is not an exaggeration to evaluate the contribution of entrepreneurs in promoting the development of science and technology and commercial civilization. "Scholars must be courageous and have a long way to go." The essence of the concept of "shi" is to cover "teacher" and "teacher", and its educational function is a part of "shi". And the "Tao" of "a long way to go" depends on many "scholars" - entrepreneurs to spread.

The West meets the East

China will rise again and become an economic power , now it is not only the world's factory, but also a market with huge consumption energy, Chinese people's confidence has greatly increased. The market has changed, and the domination of Europe and the United States has gradually become a thing of the past. The participation of emerging forces and the continuous redistribution of profits have turned the eyes of corporate management back to the East. In Chen's words, the world will only become smaller and smaller, from the original West leading the East to the West meeting the East. If history has created the situation that modern Western management was known to the world earlier, then today's deep excavation of the East is an indispensable process - in the future business management, communion is unstoppable. As Chen said, whether it is to regain Chinese culture or continue to westernize, it is impossible to avoid the macro trend of integration. In fact, nothing can stop the integration of cultures and the unification of ideas, especially in the business field, whether it is a multinational enterprise The localization of enterprises and the internationalization of local enterprises are rapidly combining the two cultural genes.

For these, Chen uses his thirty-year history of academic research in the West to demonstrate this fusion process. "Many people ask me what I have learned from my 30 years in the West? I said that I have learned Chinese knowledge, such as my own work on the theory of dynamic competition, which is completely based on the dual perspective of Eastern culture and put it into Western academics. The demonstration was conducted under the framework of the module, and finally won the unanimous approval of the Western management academic circles. In fact, Western scholars can’t tell whether this is Eastern academic thinking or Western academic thinking.”

Before I ask further, Chen The professor explained his theory on his own. "The basis of dynamic competition is to introduce the "two" - "dual" in Chinese culture into the microscopic dynamic competition field of enterprises, analyze the specific process of an aggressive competitive behavior causing response behavior, and use Western experimental methods to study what Factors influence the behavior of attackers and defenders."

"The process of my academic recognition speaks for itself. There are far more cultural similarities than cultural differences. Don't be too arrogant, if you want others to understand you, you need to start from the values that he recognizes and understands, and slowly change his mind, such as learning, doing business, and being a person."

Of course, This blending is easy to say, but quite difficult to do. Chen recalled that he established a Chinese corporate culture research center in a Western business school in his early years, but at that time, many studies were subject to the official position. His perspective was mostly from the perspective of the United States, ignoring Chinese management and even belittling it, until the current society that excludes Chinese. The phenomenon still exists in the United States. "Mutual understanding is not always easy. For the exchange of management concepts, to let the West understand the East, the key is to let them understand our traditional management concepts with their own humanistic concepts, instead of making them feel separated from each other. I also hope that Avoid the situation where each of them works behind closed doors and even criticizes each other."

Chen Mingzhe shouted that in the era of East and West encounter, we should break down stereotypes and try to choose the best points of each other to connect. Individualism and collectivism, bold risk-taking and uncertainty avoidance, self-interest and social good, relationship primacy and rules and regulations, localization and internationalization, corporate profits and environmental sustainability... In his eyes, finding a balance between opposites The integration of dots and opposites will be the key to cultural integration. In order to open up a new Silk Road for East-West exchanges, Chen obviously spared no effort.

Management will be China's greatest contribution to world civilization

Let's go back to Chen Mingzhe's theory of dynamic competition. After the expansion of the world economic territory and the reorganization of strength, the theoretical giants of static competition are in the new environment. The embarrassment of being overstretched is becoming more and more obvious. The market is rapidly saturated, hegemony is falling, technology is selling jokes and competing for favor, and consumers are in the dark. A large number of enterprises are forced to plunder the market with short-term strategies. Many companies have already become gunpowder and a yellow flower before long-term layout. In the shopping mall, those large American companies have gradually developed a moderate management model in the medium and long term. I have never seen Xiaomi’s guerrilla tactics of stepping up and attacking. Inevitably they were defeated. The reason why Chen Mingzhe studies dynamic competition is because he thinks it is the most personal issue related to the development strategy of the corporate world. It is also necessary to understand this in order to understand the reason why this theory is recognized in the West. Recalling the long road he has traveled, Chen Mingzhe said that he is also an entrepreneur, but the field of entrepreneurship is foreign academia rather than business. "Dynamic competition was a brand new field for the management industry back then. There were few resources available, and there was no direction to guide me. For this reason, I spent 20 years researching this, and I have never been distracted." After long-term empirical research, it is concluded that A large number of propositions and suggestions have finally adopted the strengths of a hundred schools of thought and become the words of one family. Today, dynamic competition ranks first in the three major theories of Western strategic management.

In response to my question about the specific trends of Chinese business management in the next 20 years, Chen did not hesitate to point out that there are three objects that affect Chinese business management thinking at the moment: First, mainland enterprises. The second is Chinese business enterprises in Southeast Asia, Hong Kong and Taiwan; the third is American enterprises. "The United States is a capital management operation model that is close to a fully market-oriented model, and many of us use it as a model; mainland China is basically a state-led capital operation model, and some self-management models under this system have gradually been derived; Southeast Asia , The model of Chinese businessmen in Hong Kong and Taiwan is close to what Du Weiming said is a Chinese capital development model centered on Confucian culture. These three ideas have their own obvious advantages and disadvantages. The future trend is how to integrate these three aspects. , to improve management ideas."

Chen Mingzhe believes that the biggest advantage of Western companies lies in their systematic and standardized management, but it rarely touches the level of concept and culture. In the author's opinion, this statement may be difficult to be recognized by the West, but , I think for most Chinese entrepreneurs, a more acceptable statement is: the important issue facing enterprises in the new era is how to create a Sustainable global business model. In fact, Chen has always regarded his research as a process of seeking knowledge and truth. He uses the research process to express his respect for academics and his concern for enterprises. More deeply, he uses research to express his ultimate concern for social and humanities.

There is another spirit that runs through the theory of dynamic competition and deserves to be discussed again here, and that is the Western-style emphasis on the research process itself, which has been mentioned earlier. Life is a process, but many people rush to the end in a hurry. , there is no time to smell the fragrance of roses along the way. Why isn't this the case with the research process? Put yourself into the process, and the process will carry you through, in Chen Mingzhe's own words, the value of life is not in winning or losing, but in going all out. "Let the process lead you forward". After carefully reading the structure of his academic papers, and watching his extremely precise and rigorous discourse process, we can't help but sigh that Chen is not easy to do learning in the Western academic world, and he enjoys himself and his mentality during it.

Nowadays, Chen frequently travels between the mainland, Taiwan, and the United States, and is trying to use his communication method to explain the mystery of Eastern management culture to the Western management community. "I have been doing this kind of integration. As the chairman of the World Management Association, I also want to further promote the integration of Chinese and Western management thoughts, and as a Chinese, I feel that the wisdom of China - the Millennium Sinology, although it is not expressed through the word 'management' The expression itself is a refinement and summary of business operations, which will certainly be of great help to modern entrepreneurs, and perhaps this will become China's greatest contribution to world civilization." - For this, I think many people Either I didn't realize it, or thought it could only be an empty talk on the shelf. In fact, we need a large number of people like Chen Mingzhe to make our essence known to the international management circle. Therefore, I once again lamented China's new scholar class, Really a long way to go!

It must be stated that Professor Chen's interviews covered a wide range of topics, and many important and imaginative discussions cannot be listed in this article. The interview was the longest one I have ever experienced - seven and a half hours, but I still felt unfinished, so I sincerely invited him to come to our side to open a "Window of Insight" column on behalf of "CEConline" in the future The advanced western management theories are introduced to our readers in a timely manner, and at the same time, we hope that he can help us spread the voices of entrepreneurs here to the international management community. And he readily agreed. I know that Professor Chen, who is "the only one who is the only one who is the only one who is the only one who is allowed to be the only one who is allowed to go to the center", will move forward diligently after deciding what to do, so I am also happy for the readers of "CEConline".

It's almost 11 o'clock in the night, and in the slightly cold drizzle, I say goodbye to Chen Professor, my thoughts are still hard to come out of the interview. I keep thinking that Chen Mingzhe is the first three-time winner of the Best Paper Award of the International Society for Strategic Management and the winner of the Best Paper Award of the authoritative academic journal "Management Review". In the United States, he taught courses such as corporate strategy, dynamic competition, and comparison of Chinese and Western corporate strategic thinking, which received rave reviews. He has consulted and trained many well-known multinational corporations, and eventually became the head of the most influential association in the world of management science. Although he has always felt that he is standing on the edge, he has always been humble and kind, and I know that the effort required to go from the edge to the core is beyond the reach of ordinary people. After careful consideration of the reasons for Chen Mingzhe's success, of course, he is determined to And persistence (determination & persistence) is the foundation of its success. This pursuit of a very focused attitude is reflected in every aspect of his life. The goal is set, and the noise and noise in life can no longer disturb him. But in the final analysis, it lies in his research being able to use more Western scientific and precise discourse than the West to form a rigorous and complete system layout module, and then infiltrate with Eastern wisdom to give the soul of scholarship. Throughout the interview, Chen Zeng repeatedly said, "I hope to do what many people want to do but have no chance to do in a special time and space point"; "At this juncture, it is one of my part to become a messenger of Chinese and Western management culture. An honor." Yes, his theory of dynamic competition is Ning Xiner of Chinese and Western management art. His success is the success of the encounter between East and West and the fusion of cultures - and the fusion of East and West, today, is the call of the world!