What doesn't change is the value

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Editor's note: The 20-year-old BenQ's corporate culture runs through the entire development of the company and has never changed. It spreads solidly in the enterprise like the annual rings of mahogany, determines the behavior, perception, thinking mode and values of employees and collectives, and finally helps the enterprise to compete in the market.

The situation with most Chinese companies is similar to BenQ: the organization remains under the founder's control, and the culture more or less reflects the founder's beliefs and values. From BenQ, we can see how to give the culture a proper explanation, let the competitive culture be implemented into every detail of daily work, and let the culture become the driving force rather than the obstacle in the company's change.

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From its establishment to the present, BenQ's achievements in various subjects have been surprising and enviable. Looking at manufacturing, it is now the third largest LCD screen manufacturer in the world and the sixth largest mobile phone manufacturer.

Looking at the brand, BenQ became the strategic partner of the 2004 European Cup at the age of two and a half, and is the only Chinese brand ever to participate in the football event.

In terms of design, seven products including digital cameras, LCD monitors and scanners won the iF Design Award last year (iF is known as the Oscars of the global design industry). Zeng Wenqi, general manager of BenQ Dentsu's China Marketing Headquarters, said with a smile: "None of Sony and Samsung has won so many awards at one time." Chain and human resources software provider, customers include many well-known international and domestic enterprises.

In the past 20 years, BenQ has grown from a single manufacturing enterprise with a turnover of less than 100 million yuan to a huge enterprise group with a turnover of 7 billion US dollars.

When we tried to explore the root cause of BenQ's growth, what we heard was not the product, not the technology, but the culture. "Corporate culture is the key to success in the growth process and the foundation of a huge building. If there is no group of people with common attitudes and common values, it will not become a big company." Zeng Wenqi said firmly.

Main culture and subculture

The core of BenQ culture is three basic values: "Pursuing practicality, pursuing excellence, and caring for the society." It is inherited from Acer's "people-oriented" spirit, the founder of BenQ. Li Zhen O Yao has developed it again. Hong Yixing, global vice president of BenQ Group and general manager of BenQ's competition, said: "The most important thing is to design a good corporate culture, and the most important thing is that the leader must be very clear about the company's future positioning." Practical, honest, guard against arrogance and impatience. The pursuit of excellence refers to having the desire and ability to learn, to constantly innovate and improve, and to dare to challenge oneself. While caring for the society means that a company should fulfill its responsibilities as a corporate citizen, continuously give back to the society and protect the environment, and individual employees need to cultivate their own love and social responsibility.

It doesn't sound like anything special. Many companies also use the same language to describe their corporate culture. For BenQ, the most different thing is that it has kept its word for 20 years, never for short-term interests. The temptation or the impediment of temporary difficulties to do things that go against the corporate values.

He Wenkui, general manager of BenQ Dentsu China Manufacturing Headquarters, had changed three or four companies before coming to BenQ, and was deeply impressed by BenQ's corporate culture: "Some companies also talk about corporate culture, when conflicts of interest are involved, The boss has put business first again. BenQ is not like this. It takes culture as the core and nurtures all the rules and regulations and codes of conduct, which are very important to the sustainable operation of the company."

With the brand's Birth, the platform of BenQ culture has accumulated brand culture. BenQ's brand, BenQ, is an acronym for "Bring Enjoyment and Quality to Life", which means "enjoy happiness technology". In Zeng Wenqi's view, BenQ is to allow consumers to enjoy the convenience and happiness brought by technology and to eliminate barriers to the use of technology products.

BenQ wholeheartedly wants to make BenQ a world famous brand for Chinese people. This goal makes its brand culture consistent with the "pursuit of excellence" in the corporate culture. In this way, "the culture and the brand complement each other, and there is a certain degree of resonance between the employees and the brand, and the employees will become the patron saint of the brand." Hong Yixing explained.

BenQ's main culture has its own emphasis in each business sector, resulting in a more functional and efficient subculture. BenQ Group's three future priorities are manufacturing, branding and service. Each of these three cultures has its own focus, as each department needs to succeed in different types of environments.

Efficiency and discipline are more emphasized in manufacturing plants. According to He Wenkui, BenQ's manufacturing base in Suzhou has more than 8,000 employees, most of whom are on the production line. The work is very simple, so he emphasizes discipline and requires serious work.

Marketing is a creative job, and BenQ's marketing department is culturally focused on creativity and execution. The entire working environment of the marketing department is relatively loose to stimulate everyone's creativity, and after the creativity comes out of the headquarters, it needs to be strictly implemented. Zeng Wenqi believed that "creativity and standardization are the foundation of continuous improvement", and claimed to be "tighter".

In terms of software services, Hong Yixing emphasizes professionalism, and the specific explanation is the internal standard and dedication. This is also related to the fact that the customers they face have rich practical experience in related industries.

Building a Culture Ecosystem

"Only when new members of an organization recognize that the founders' philosophies, values, and assumptions that lead the organization to success are proven 'right', they become shared It's right and right." The words of Edgar Schein, the master of corporate culture, have been perfectly interpreted in BenQ.

Leaders, words and deeds are the most important Li Kunj Yao is the founder of BenQ and the "godfather" of BenQ culture. Zeng Wenqi is full of respect for him: "The formation of corporate culture is like a drop of water dripping into water, forming a circle and spreading out. But the water droplets must be dripping continuously to form concentric circles that continue to spread. The source of dripping water is the leader of this enterprise, In his decades-long career, Li Kunjyao has only founded one company, BenQ. He strives to make the company world-class, and his teaching and practices have not changed for decades."

In Zeng Wenqi's view, it is the Li Yan Oyao made the highest standard interpretation of "practical practice, pursuit of excellence, and caring for society" with his own behavior.

"From Li Kunjyao, we can see where the standard of flat practical work is. He has a very down-to-earth attitude in doing things. For example, when he went to Suzhou on a business trip, he thought that he had to take an 8:00 flight to go to work at 8 o'clock in the morning. Instead of going out at 8 o'clock, he went out to catch a flight at 5 o'clock. He flew alone in economy class without a lot of entourage. When he came to Suzhou, we arranged public relations activities, and we could arrange him to arrive at 7 or 8 o'clock in the morning. At 12 o'clock in the evening, he went to the cafeteria to line up by himself during dinner.

"For the pursuit of excellence, he has always set the goal of becoming a world-class enterprise and a Chinese world famous brand. He dared to invest in LCD screens six or seven years ago, and now it is the third largest in the world. His goal is high enough, and he has been doing it tirelessly for decades, and we really feel that companies can one day be as strong as Sony and Samsung. "

Regarding caring for the society, BenQ's charitable donations and the establishment of the BenQ Cultural and Educational Foundation have also really affected the concept of BenQ people.

Li Kunj Yao's behavior affects a group of people around him, these People influence the people around them with the same behavior, so that the corporate culture continues to penetrate into the peripheral employees layer by layer, creating a strong penetration force. Talking about the role of a leader in the dissemination of corporate culture, He Wenkui metaphorically said : "Working here is like a missionary, you have to maintain enthusiasm and tell everyone what to do. "

Hong Yixing has worked in Acer and BenQ for more than 20 years, and the factors of corporate culture have been fully integrated into his work style and daily thinking. He said that it has become very difficult for him to talk about corporate culture. But in order to be able to Let the new employee understand the pursuit of the company's culture, and he will deliberately emphasize some details in front of the employees. He smiled and said: "There are scraps of paper on the ground, I will pick them up, but there must be someone nearby. It's time to pick it up and force others to change it. "

It is these corporate cultures that are implemented in the details that enable each new business of BenQ to succeed in a very short period of time. Soon after BenQ started to do business abroad, it took the order from Siemens in Shanghai. At that time, BenQ's software is not as good as many competitors who have been in the industry for more than ten years, but in the end Siemens chose BenQ. The customer said that the reason was because BenQ solved some small problems that other software companies dismissed for him, and decided that this company The company is a customer-oriented and trustworthy company.

Therefore, when the corporate culture of "plain and practical" gradually penetrates into the hearts of employees, employees will unconsciously reflect it when they work, and excellent companies will They are gradually forged through these seemingly ordinary little things.