刚刚过去的2022年，一言难尽又终身难忘。全球经济增速放缓；美国通过《芯片科技法案》，对中国芯片等高科技产业进行全面围堵；中国国家创新能力综合排名稳步提升，上升至世界第12位；……这一年，我们经历着巨变，在时代的洪流中，更能体会到个体“渺小”与“伟大”的并存。这一年，国际环境风高浪急，国内改革发展稳定任务艰巨。哪有什么岁月静好？不过是很多人一起负重前行，不过是勇敢者在奋力经营。
一、创新，是勇敢者的武器
国际格局和国际体系正发生深刻变革，国际力量对比正经历近代以来最具革命性的变化，新一轮科技革命和产业变革也在重塑世界。
那些在2022年幸存下来的，那些在2022年逆势增长的，都是勇敢者。
“狭路相逢，勇者胜”。他们又是凭什么取胜的呢？
就凭他们敢于先行一步、敢于站立潮头！
创新是把握时代之变的终极密码，是勇敢者披荆斩棘的永恒利器。谁先创新满足时代的需求，谁就能先胜一筹。
1月9日，海尔集团召开2022年工作总结表彰大会暨第八届职工代表大会第四次会议，海尔集团董事局副主席、总裁梁海山发布了“海尔集团2022年度创新成果”。
2022年，海尔集团所获中国专利金奖增至11项，海外发明专利超1.6万件，均为行业第一；累计主导和参与国际标准发布97项、国家标准和行业标准发布706项；实现气悬浮压机、零嵌冰箱、航空温控集装箱等原创技术重大突破，新增“国际领先”技术鉴定23项，累计264项，位居行业第一。
这一系列科技创新，也在海尔的业绩上有了硬核映照：2022年，海尔集团全球营业收入3506亿元，增长5.4%，生态收入450亿元，增长16.3%，全球利润总额252亿元，增长3.7%。
困境中的逆势增长，无疑是海尔这类时代勇敢者的典型形象。
海尔的经验落在“创新”二字之上，这其中既包括我们传统认知中的科学技术创新，也包括了管理模式创新以及品牌范式创新。
1. 科学技术创新
科技创新的直观表现就是那些跃动的专利、标准数字，背后则是人才的吸引、平台的搭建等一系列幕后之劳。
2022年初，海尔成立科学与技术委员会：发挥优势、强化能力、突破难题，持续加码科技创新，推动企业勇闯行业无人区。一年时间，成果叠现。
例如，海尔生物以填补国内企业在航空温控技术领域的空白为目标，在海尔开放的创新体系优势吸引下，行业专家抢入，只用1年时间就实现自主研发的航空温控箱国际首飞。
卡奥斯主导的“工业互联网系统功能架构”IEC国际标准5月获得高票通过，并于10月正式发布，填补了该领域的全球空白。
成熟性技术如果在新的价值向度上比不过创新技术，就会被迅速击败；而当创新技术本身成为成熟技术后，就会有新的创新技术创造新的价值向度，重新定义市场。
以干衣机为例，基于用户痛点，海尔历时6年研发、68次迭代创新推出全世界第四代干衣机——海尔双擎净滤干衣机。立足科技创新，能够给用户带来不一样的体验，这也使得海尔干衣机稳居行业第一。
海尔的脚步没有停下，这次大会的现场，海尔集团举行了2022年度“科学家”聘任仪式。这不仅是其持续聚焦科技创新的体现，也是对2万多名海尔科研工作者的激励。
2. 管理模式创新
从海尔集团创始人张瑞敏先生提出“人单合一”模式，到这一模式被全球40多万家企业学习、交流，当中的历程包括了这一模式在海尔的内化于心、外化于行。
根本原因在于这一模式让人人创客变成现实。员工的价值得到彰显，用户的需求得到满足，这也造就了海尔2022年在市场端的多维胜利：
海尔智家在中国市场全年零售增长10%，市场份额达27.2%，在海外多个市场则均以超行业平均增速2倍以上的速度增长；工业互联网平台卡奥斯COSMOPlat连续4年蝉联全国“双跨”工业互联网平台榜首；大健康产业依托海尔生物和盈康生命两家上市公司，构建“设备+服务+平台”健康产业生态；海纳云打造了城市安全风险综合监测预警平台，为智慧城市发展保驾护航……
3. 品牌范式创新
中国制造与中国品牌曾经处于“微笑曲线”的底端。正是先行企业对自主品牌的执念，才有了今天中国品牌立于世界商业之林的豪迈。
海尔是先行者之一。其自主品牌之路，从创业至今已有30余年。今天，海尔已连续14年蝉联全球大型家电第一品牌，成为最受全球用户认可的品牌之一。
海尔的品牌创新之路，并不止步于全球创牌。还有基于用户需求、产业发展等多维度考量，打造的高端品牌、场景品牌和生态品牌三级品牌体系。根据用户的个性化需求与生态方一起定制场景和服务，从而打破了自身传统家电企业的标签，成为面向物联网时代的生态型企业。
二、定力，让前行者心无旁骛
海尔集团董事局主席、首席执行官周云杰发表了题为《创业，再出发》的演讲，提出，海尔要成为一个“时代的企业”，必须以归零心态，创业再出发。
这种心态，无疑既是海尔人的信心与勇气，也是海尔人对时代的尊重与回应。
周云杰就“企业要如何在风险中抓住机遇”，谈了4点：
1. 要聚焦，保持战略定力，心无旁骛做主业；
2. 要稳健，守住风险底线，守住企业发展的压舱石；
3. 要有源动力，让创客制成为企业自我成长的永动机；
4. 要有根，创建卓越文化，让每个人都具有企业家精神。
而这4点，总结起来，都是一种面向长远的战略眼光、战略定力。
就像余世存说，“我们的职责是平整土地，而非焦虑时光。你做三四月的事，在八九月自有答案”。
把这段话放在企业管理上，就是要有战略前瞻性。
事情一点一点地做，成果便一点一点地累积。目光需放长远，不能因一时的风暴而失去用户与社会的信任。敦笃厉行，方能致远。
为什么这一点，在当下这种环境下尤为重要，甚至是唯一的路呢？
早在1933年，全美人寿就在上海设点，开始了中国的保险业务，而二战爆发导致全美人寿于1941年被迫临时关闭了中国办事处。战后最早经营现代人寿保险业的华人李祖法重新把这些文件挖出，数年间追寻客户的下落，向中国保单持有人做出理赔。全美人寿正是因为李祖法的长期主义，不贪一时之财，赢得当时保险业的极高信誉。
我们发现，从2023年开始，未来的市场将属于有战略定力的长期主义者。
1. 坚持主赛道不偏航
如果你是游鱼，就不要与雄鹰争锋；如果你是草木，就不要与猎豹比先。每个企业都有自己适合的领域，我们要做的，是在对的赛道上发力，而不是一边偏航、一边死磕。
正如周云杰在1月9日的演讲中所说的，“没有战略的企业没有未来，所以做什么很重要；偏离战略，会给企业带来毁灭性的灾难，所以不做什么更重要”。
海尔持续聚焦智慧住居和产业互联网两大赛道：以海尔智家为载体，实现在物联网智慧住居领域的全球引领；抓住数字经济的新机遇，做优卡奥斯工业互联网平台，做深大健康产业、城市治理互联网、汽车产业互联网和新能源产业互联网4个垂直领域。
追求理想的路上，光有努力是远远不够的。海尔聚焦主业不偏航、始终坚持创新驱动的举动，是经得起诱惑、耐得住寂寞的长期主义的一种表现。
2. 坚持用户至上
乔布斯提倡“将用户体验做到极致”；贝索斯则言“世界上有两种公司，一种是尽可能地说服客户支付一个高的利润；另一种是拼命把价格降到最低，把利润都让给用户的公司”……这些商业案例几乎都在诠释和践行“用户至上”。
而“以用户为中心”，是海尔始终坚持并不断赋予新时代内涵的核心理念。
早在产品品牌时代，海尔就不是以某一款产品行销全球，而是根据不同地区用户的不同需求研发差异化的产品，本质上就是满足全球用户的个性化体验。像在巴基斯坦推出一次可放入12头羊的冷柜；在印度推出大容量冷藏保鲜的冰箱；在西班牙推出可以储存大量海鲜的多门冰箱，这些产品都是根据当地的文化特点和用户使用习惯推出的。
如今，用户的需求从产品转向场景。为了满足不同用户对智慧家千差万别的需求，海尔推出了首个场景品牌三翼鸟，以“1+3+5+N”全屋智慧全场景解决方案，定制智慧生活，不管是洗烘联动的智慧阳台、一键烹饪的智慧厨房，还是影院级别的智慧客厅，三翼鸟有400+智慧场景解决方案随心选，其中包含了1000+生活场景，超过2000个生活技能，覆盖衣食住娱的方方面面。依托智家大脑的技术升级，用户可以一屏控全屋，真正体验自然、无感、主动的智慧生活体验。
用户的难题就是海尔必修的课题。
3. 坚持共赢共生
面对难以预测的未来，立足开放互惠、共创共赢的生态品牌范式，有助于实现跨界资源的打通、整合和应用，不仅打破了行业界限，更破解了发展困境。
海尔旗下卡奥斯工业互联网平台链接企业90万家、服务企业8万多家，“1+N+X”工赋模式“青岛能突破、山东能推广、全国能借鉴”，其中，“工赋青岛”2022年赋能企业4500多家，新增产值300多亿元。海创汇构建赋能中小企业“专精特新”发展的创业生态，服务中小企业4000多家，孵化出7家上市公司、80家专精特新“小巨人”企业。
4. 坚持人的价值最大化
在创客的发展上，海尔坚持认为，充分释放“人”的潜能才能更好地应对外部环境的不确定性，从而实现组织的良性发展。
“己欲立而立人，己欲达而达人”，优秀的企业创造高质量的产品，而卓越的企业创造引领的价值。周云杰强调海尔在传承文化基因的基础上，要培育、创建卓越的企业文化，引领海尔生态生生不息。
海尔通过创客合伙人激励与约束机制，即创客制释放创客活力、激发潜能，让创客成为企业持续发展的主人。目前海尔的创客合伙人已近1.5万人。
2023年，海尔继续推进创客制升级，创客可以将创客股权/份额跟投自己所在的事业中，机制完全市场化。这也将更利于激励创客持续创业、与事业共进退。
三、美美与共，换一种姿势奔跑
1993年，费孝通写下“各美其美，美人之美，美美与共，天下大同”，这是基于中华文明内在精神的话语表达。
当前，全球化虽遇阻挡，仍在不断深入，智能技术变革以及时代不确定性加剧，即使是头部企业也意识到无法凭一己之力应对变革。
这也是生态品牌应运而生的时代背景。
周云杰表示，为了支持两大赛道的引领，海尔将生态转型、数字化转型和科技自立自强放在了战略高度上进行布局。
生态品牌的建设，正是海尔向前进化的重中之重。海尔通过与生态方共同进化发挥生态合力，不断满足持续迭代的用户需求，为用户及生态方创造价值、传递价值、分享价值，形成价值循环。
从用户维度来说，用户是企业的根基，没有一个成功的企业能够脱离用户而存在。想用户所想，实现用户的最大价值，才能实现企业的价值。
从生态方维度来说，企业之间的竞争已从以产品为中心、以客户为中心的竞争上升到企业生态系统之间的竞争。面对需求的复杂化和分工的专业化，推动传统的价值链模式向生态模式转型迫在眉睫。
从国家社会发展维度来说，中国经济的飞轮想要成功运转，需要国家在产业层面进行新的战略布局，数字经济、科技强国，这些都构成了中国经济发展的全新底色和全新动力。同时需要数以万计的中国企业齐心发力，树立全局观念，发挥主体作用，转动自身“齿轮”。
在充满不确定性的时代，生态品牌成为一种确定的力量，为经济社会的高质量发展和中国企业抢占新一轮先发优势提供着生生不息的动力。
四、结语
我们共同面对“百年未有之大变局”，共同身处“乌卡时代”，唯一不变的就是变化本身，其所带来的无论是机遇还是挑战，我们都需要共同应对。
而企业想要在这样的时代笑傲江湖，必须成为坚持战略定力的勇敢者。
风物长宜放眼量，稻盛和夫在《活法》中说的，长期主义者的“活法”就3件事：乐观地设想、悲观地计划、坚定地执行。坚守战略定力，“慢反而是快”，做一个活在未来的时代企业。
一个真正属于勇敢者的时代即将在2023年到来。
翻译：
The year 2022, which just passed, was unforgettable.
The global economy is slowing;
The United States has adopted the Chip Technology Act to comprehensively contain China’s chip and other high-tech industries.
China’s overall ranking of national innovation capability has steadily improved to 12th in the world.
…
In the past year, we have experienced great changes. In the tide of The Times, we can better understand the coexistence of “smallness” and “greatness” of individuals.
In the past year, the international environment was turbulent and the domestic reform, development and stability tasks were arduous.
What time is quiet good? But is a lot of people together with the load forward, but is the brave in the struggle to manage.
1. Innovation is the weapon of the brave
The international landscape and system are undergoing profound changes. The international balance of power is undergoing the most revolutionary changes in modern times. A new round of scientific and technological revolution and industrial transformation is reshaping the world.
Those who survive 2022, those who buck the trend in 2022, are the brave ones.
“The brave win when they meet.” How did they win?
If they dare to take the first step, dare to stand on the tide!
Innovation is the ultimate password to grasp the change of The Times, is the eternal weapon of the brave. Who is the first innovation to meet the needs of The Times, who can be the first to win.
On January 9, Haier Group held the 2022 work summary and commendation conference and the fourth meeting of the Eighth Workers’ Congress. Liang Haishan, Vice chairman of the Board of Directors and president of Haier Group, released the “Haier Group 2022 Annual Innovation Achievements”.
In 2022, the number of China patent gold awards awarded by Haier Group increased to 11, and overseas invention patents exceeded 16,000, ranking first in the industry. Led and participated in the release of 97 international standards and 706 national and industrial standards; It has achieved major breakthroughs in original technologies such as air suspension press, zero-embedded refrigerator and aviation temperature control container, and added 23 “international leading” technical appraisals, with a total of 264, ranking first in the industry.
This series of technological innovation is also reflected in Haier’s performance: in 2022, Haier Group’s global operating revenue was 3500.6 billion yuan, up by 5.4%, its ecological revenue was 45 billion yuan, up by 16.3%, and its global total profit was 25.2 billion yuan, up by 3.7%.
Growth against the tide in a difficult situation is undoubtedly the typical image of a brave man such as Haier.
Haier’s experience falls on the word “innovation”, which includes not only scientific and technological innovation in our traditional cognition, but also management model innovation and brand paradigm innovation.
1) Scientific and technological innovation
The direct expression of scientific and technological innovation is those moving patents, standard figures, behind is talent attraction, platform construction and a series of behind-the-scenes efforts.
At the beginning of 2022, Haier set up a science and Technology committee: to give full play to advantages, strengthen capabilities, break through problems, continue to increase scientific and technological innovation, and promote enterprises to venture into no man’s land in the industry. In one year, the results have multiplied.
For example, Haier Biological aims to fill the gap of domestic enterprises in the field of aviation temperature control technology. Attracted by the advantages of Haier’s open innovation system, industry experts joined in and realized the first international flight of its independently developed aviation temperature control box in only one year.
The IEC International Standard on “Functional Architecture of Industrial Internet Systems”, led by Kaos, was approved by a large vote in May and officially released in October, filling a global gap in this field.
Mature technology will be quickly defeated if it cannot compete with innovative technology in the new value dimension; When the innovative technology itself becomes mature technology, there will be new innovative technology to create a new value dimension and redefine the market.
Taking clothes dryer as an example, based on users’ pain points, Haier has spent 6 years of research and development and 68 iterations of innovation to launch the world’s fourth generation of clothes dryer – Haier double engine filter dryer. Based on scientific and technological innovation, it can bring different experience to users, which also makes Haier clothes dryer rank the first in the industry.
Haier’s footsteps did not stop, this conference site, Haier Group held the 2022 annual “scientist” appointment ceremony. This is not only a reflection of its continued focus on scientific and technological innovation, but also an incentive for Haier’s more than 20,000 scientific research workers.
2) Management model innovation
From Mr. Zhang Ruimin, founder of Haier Group, putting forward the model of “integration of people and orders” to the fact that this model has been studied and communicated by more than 400,000 enterprises around the world, the process includes the internalization and externalization of this model in Haier.
The fundamental reason is that this model makes Maker for everyone a reality. The value of employees has been highlighted and the needs of users have been met, which has also resulted in Haier’s multi-dimensional victory in the market in 2022:
Haier Wisdom in the Chinese market annual retail growth of 10%, the market share reached 27.2%, in many overseas markets are more than twice the average growth rate of the industry growth; Kaos COSMOPlat, an industrial Internet platform, has topped the list of “double-span” industrial Internet platforms in China for four consecutive years. The big health industry relies on two listed companies, Haier Bio and Yingkang Life, to build a health industry ecology of “equipment + service + platform”. Hainayun has built a comprehensive monitoring and warning platform for urban security risks to escort the development of smart cities…
3) Brand paradigm innovation
Made in China and Chinese brands used to be at the bottom of the smile curve. It is the pioneering enterprise’s obsession with independent brands that makes today’s Chinese brands stand in the forest of world commerce.
Haier was one of the first. Its own brand road, since the establishment of more than 30 years. Today, Haier has been the world’s largest brand of large home appliances for 14 consecutive years, becoming one of the most recognized brands by global users.
Haier’s brand innovation does not stop at global brand creation. There is also a three-level brand system of high-end brand, scene brand and ecological brand based on user needs and industrial development. According to the personalized needs of users, we can customize scenes and services together with the ecological party, thus breaking the label of traditional household appliance enterprise and becoming an ecological enterprise oriented to the era of Internet of Things.
2. Concentration, let the pacesetter undistracted
At the conference on January 9th, Zhou Yunjie, chairman of the Board of Directors and CEO of Haier Group, delivered a speech titled “Start a Business, Start Again”, proposing that Haier must start a business and start again with a return to zero mentality in order to become a “modern enterprise”.
This mentality is undoubtedly not only the confidence and courage of Haier people, but also the respect and response of Haier people to The Times.
Zhou Yunjie talked about 4 points on “how enterprises should seize opportunities in the face of risks” :
- To focus, maintain strategic focus, do the main business without distractions;
- To be steady, keep the bottom line of risk, keep the ballast stone of enterprise development;
- Active power should be used to make makers into perpetual motion machines for the self-growth of enterprises;
- Have roots, create a culture of excellence, and make everyone entrepreneurial.
These four points, in summary, are a kind of long-term strategic vision, strategic focus.
As Yu says, “Our duty is to level the land, not to worry about time. What you do in March and April will be answered in August and September.
To apply this paragraph to business management is to be strategic and forward-looking.
Do things little by little, the results will be accumulated bit by bit. The vision should be long-term, not because of the temporary storm and lose the trust of users and society. Only by firm action can we reach far.
Why is this important, or even the only way, in this environment?
American Life started its China insurance business in Shanghai in 1933, and the outbreak of World War II forced the temporary closure of its China office in 1941. Li Zufa, the first Chinese to run Hyundai Life after the war, dug up the files and spent years tracking down clients and settling claims with Chinese policyholders. It was because of Zoufa’s long-termism, not greedy for instant wealth, that American Life won the high reputation of the insurance industry at that time.
We find that from 2023 onwards, the market of the future will belong to long-termers with strategic determination.
1) Stick to the main track without yawing
If you are a fish, do not contend with the eagle; If you are a plant, do not beat the cheetah. Every enterprise has its own suitable field. What we need to do is to make efforts on the right track, rather than yaw and crash at the same time.
As Zhou Yunjie said in his Jan. 9 speech, “A business without a strategy has no future, so what it does matters; It is more important not to do anything because deviating from the strategy will cause a devastating disaster to the company.
Haier continues to focus on smart housing and industrial Internet: Haier Smart home as the carrier, to achieve the global leadership in the field of smart housing in the Internet of Things; Seize the new opportunities of digital economy, improve the industrial Internet platform of Kaos, and deepen the four vertical fields of large health industry, urban governance Internet, automobile industry Internet and new energy industry Internet.
On the way to pursuing ideals, efforts alone are far from enough. Haier’s move to focus on the main business, not drift, and always adhere to innovation-driven, is a manifestation of the long-term doctrine that can withstand temptation and loneliness.
2) Put customers first
Jobs advocated “taking the user experience to the extreme”; “There are two kinds of companies in the world,” Bezos said. “Those that try to convince their customers to pay a high profit; The other is the company that tries its best to keep the price as low as possible and hand over all the profits to the user “… These business cases almost all interpret and practice “customer first”.
“User-centered” is the core concept that Haier has always adhered to and continuously endowed with the connotation of the new era.
As early as in the era of product brand, Haier did not market a single product globally, but developed differentiated products according to the different needs of users in different regions, which is essentially to meet the personalized experience of global users. Like a freezer in Pakistan that can hold 12 sheep at a time; The introduction of large capacity refrigerated and fresh-keeping refrigerators in India; In Spain, a multi-door refrigerator that can store a large amount of seafood is launched. These products are launched according to the local cultural characteristics and user habits.
Today, user needs are shifting from products to scenarios. In order to meet the diverse needs of different users for smart home, Haier launched its first scene brand, Sanwing Bird, with “1+3+5+N” whole-house smart scene solution to customize smart life. Whether it is a smart balcony with washing and drying, a smart kitchen with one-button cooking, or a movie-level smart living room, Sanwing Bird has 400+ smart scene solutions to choose from. It contains 1000+ life scenes and more than 2000 life skills, covering all aspects of food, clothing, housing and entertainment. Relying on the technology upgrade of Zhijia Brain, users can control the whole house with one screen and truly experience the natural, non-sensory and active intelligent life experience.
The user’s problem is Haier compulsory subject.
3) Win-win coexistence
In the face of the unpredictable future, based on the ecological brand paradigm of openness, mutual benefit and win-win situation, it is conducive to the opening up, integration and application of cross-border resources, which not only breaks the boundaries of the industry, but also solves the development dilemma.
Haier’s Kaos industrial Internet platform links 900,000 enterprises, more than 80,000 service enterprises, the “1+N+X” mode of “Qingdao can break through, Shandong can promote, the whole country can learn from”, among which “Qingdao” in 2022 more than 4,500 enabling enterprises, increased output value of more than 30 billion yuan. Haichuang Foreign Exchange has built an entrepreneurial ecosystem that enables smes to develop “specialized, specialized, and innovative”. It has served more than 4,000 smes and incubated 7 listed companies and 80 specialized, specialized, and innovative “little giant” enterprises.
4) Insist on maximizing human value
In terms of the development of makers, Haier insists that only by fully releasing the potential of “people” can it better cope with the uncertainties of the external environment, so as to realize the sound development of the organization.
“To establish oneself and people, to achieve oneself and talent”, excellent enterprises create high-quality products, and excellent enterprises create leading value. Zhou Yunjie stressed that Haier should cultivate and create excellent corporate culture on the basis of inheriting cultural genes, and lead Haier’s ecological life to continue.
Haier uses the incentive and restraint mechanism of maker partners, namely, maker system releases the vitality and stimulates the potential of makers, so that makers become the masters of the sustainable development of enterprises. Haier now has nearly 15,000 maker partners.
In 2023, Haier will continue to promote the upgrade of maker system, which allows makers to invest their equity/shares in their own business, and the mechanism will be fully market-oriented. This will also be more conducive to encourage makers to continue to start businesses and advance together with their careers.
3. The United States, in a different position to run
In 1993, Fei Xiaotong wrote that “each beauty has its own beauty, the beauty of beauty, beauty and beauty, the world is the same”, which is based on the inner spirit of the Chinese civilization.
At present, globalization is still deepening despite obstacles, intelligent technology changes and the increasing uncertainty of The Times. Even leading companies realize that they cannot cope with the changes on their own.
This is also the historical background of eco-brand.
Zhou Yunjie said that in order to support the leading of the two major roads, Haier will ecological transformation, digital transformation and scientific and technological self-reliance on the strategic height of the layout.
The construction of ecological brand is the top priority of Haier’s forward evolution. Haier gives full play to the ecological force through co-evolution with the ecological party, constantly meets the user needs of continuous iteration, creates value for users and the ecological party, shares value, and forms a value cycle.
From the user dimension, the user is the foundation of the enterprise, and no successful enterprise can exist without the user. Only by thinking what users want and realizing the maximum value of users can the value of enterprises be realized.
From the ecological dimension, the competition among enterprises has risen from the product-centered and customer-centered competition to the competition among enterprise ecosystems. Faced with the complexity of demand and specialization of division of labor, it is urgent to promote the traditional value chain model to ecological model transformation.
From the perspective of national and social development. The flywheel of China’s economy needs a new strategic layout at the industrial level if it wants to run successfully. Digital economy and strong science and technology all constitute a new background and impetus for China’s economic development. At the same time, tens of thousands of Chinese enterprises need to make concerted efforts. Establish a global concept, play the main role, and turn their own “gear”.
In an era full of uncertainties, eco-brands have become a certain force, providing continuous impetus for high-quality economic and social development and for Chinese enterprises to seize a new round of first-mover advantages.
4. Conclusion
As we face “profound changes unseen in a century” and live in the “Uka era”. The only thing that remains unchanged is change itself. We need to jointly respond to both opportunities and challenges brought by change.
And the enterprise wants to stand proudly in such times, must become adhere to the strategic focus of the brave.
As Inamori Kazuo said in his “Living Law”. The “living law” of the long-termist consists of three things: optimistic thinking, pessimistic planning, and firm execution. Adhere to the strategic focus, “slow is fast”, to be a living in the future era of enterprise.
A truly brave age is coming in 2023.
文章来源：https://mp.weixin.qq.com/s/qlXn9QzjZW5Su2Vg8SeVSQ
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