导读
宋志平经营企业40年，曾把中国建材集团和国药集团两家“草根央企”双双带进世界500强，现转做中国上市公司协会和中国企业改革与发展研究会的会长。
其新书《经营30条》近期重磅出版，是宋志平在新职位中的反身总结，并结合对百家企业的调研、对高校学员关注问题的思考，提炼出的重要的经营“硬道理”，包括包括战略、创新、经营、管理、改革、文化6个部分。
本文摘选了各个部分中的共30条精华与干货，兼具理论高度与实践深度，包含东方式经营哲学，希望对读者有所启发。
一、战略
1. 战略是企业头等大事
战略是方向，是旗帜，决定了企业的未来发展。做企业最重要的是要战略先行，战略定位是企业发展根儿上的事情，战略的目的是让企业取得竞争优势。战略赢是大赢，战略输是大输。
2. 战略是一种取舍
一家企业能不能有大的发展，往往不是取决于它怎么做， 而是取决于它做什么和不做什么。战略就是一场选择与取舍， 一旦选定了，就在选定的范围内做到极致。做企业，不能包打天下，而是要学会三分天下。战略也不是永远不变的，可以根据企业的实际情况进行调整。无论战略选择做得有多好，最关键的还是要保证战略的实施与落地。
3. 战略制定要以目标为导向
制定战略是领导者的首要责任，战略思维的培养至关重要，制定战略要突破资源导向，即“有什么做什么”的思维局限， 转换到以目标为导向，即“缺什么找什么”，最大限度地利用 社会资源做成事。当然，制定战略时还要遵循行业发展的规律和企业成长的逻辑。
4. 企业发展要突出主业
做企业要突出主业，重点发展核心业务、核心专长、核心市场、核心客户。选择新业务要有原则立场，一些企业之所以失败，往往是因为偏离了主业，盲目扩张。一般中小企业，建 议还是走专业化道路。企业在现有业务已做到极致的情况下，或者是产业型的集团，可以考虑进行有限的相关多元的发展。投资型公司为了对冲周期风险，可以选择多元化的道路。
5. 转型不一定要转行
面对经济下行和行业过剩压力时，不少企业希望转行，但对大中型企业来讲，转行其实是不容易的，进入一个完全不熟悉的行业风险很大。对大多数企业而言，还是应该构建起企业的成长曲线，朝着高端化、智能化、绿色化、服务化的方向去转型，并在自己的领域做好细分，而不是遇见困难就转行，不过，被创新颠覆和被新产品替代的行业确实需要果断转行。做企业，还是要遵循行业发展的规律与企业成长的逻辑。
二、创新
6. 创新的本质是一种新组合
创新的本质是一种新组合，目的在于创造出全新且与众不 同的产品和服务。企业最重要的工作是组合科技要素，同时做 好产学研的结合。企业与政府之间紧密合作打造出了多种创新模式。
7. 要进行有效的创新
创新是第一动力，解决经济跨周期问题、克服企业的困难、提升企业的竞争力，都要靠创新。今天是个创新的时代，但创 新又是有风险的事情，人们总讲“不创新等死，盲目创新找死”。所以，企业创新一定要与实际相结合，要能为企业带来明显效益或创造价值。企业还要依靠资本市场做好创新，既要 重视高科技创新，也要重视中科技创新和低科技创新，要减少创新的各种风险，把握好创新的度，进行有效的创新。
8. 企业家是企业创新的灵魂
创新的主体是企业，领导企业进行创新的是企业家，企业 家是企业创新的灵魂人物，不仅是创业者，也是创新的痴迷者。创新文化是创新的基础，企业家要在企业内建立起创新文化，鼓励大家一起创新，并在创新体系的竞争中获得优势。
9. 创新有模式可循
提到创新，许多人觉得很难，感觉摸不着边际，无从下手。实际上，创新不是天才的专利，也不是个别人的“灵光乍现”。企业的创新既有规律可循，也有模式可依。企业常用且在现实中行之有效的五种创新模式分别为自主创新、集成创新、持续性创新、颠覆性创新、商业模式创新。企业可以根据自身情况，选择合适的创新模式。
10. 科技与商业的创新融合是大势所趋
现在科技型企业如雨后春笋般出现，科学家与企业家也从以前的明确分工转化到逐渐融合，我们要培养具有科学家精神的企业家，也要培养具有企业家精神的科学家。科技的商业化 要紧抓时机，要重点解决科技成果转化成生产力的问题。大的科研项目离不开大企业，中小企业的科技创新别具特色，但也要注重与大企业的合作。
三、经营
11. 经营是做正确的事
经营是做正确的事，目的是提高效益；管理是正确地做事，目的是提高效率。现在我们要从卓有成效的管理者转变为有效的经营者,在经营管理时代，最关键的是要从不确定性中做出正确的选择，眼睛向外，更关注市场变化。专注于提高企业的效益，成为有效的经营者， 要把经营与管理工作结合起来。企业的一把手首先就应该是个会经营的行家里手，要学会把管理工作下移给部下。
12. 整合资源比创造资源更重要
今天衡量企业家的能力，往往不是看他有多大的创造资源的能力，而是看他整合资源的能力。企业的目标确定后，我们先要找到实现目标所需的资源，然后找到资源整合的办法，把各种资源有效地整合在一起。在现阶段，我们尤其要注重产业、资本与资源的整合模式。企业在整合资源之后，重要的一环是更好地重新配置资源，以达到企业效益与价值最优。
13. 要进行有机的联合重组
以前的管理理论把企业成长分为两大类，把企业自我发展、内生式滚雪球发展的方式称为“有机成长”，而把并购重组称为“无机成长”。如果在重组时同步进行有效的深度整合，联合重组也可从无机变有机。重组是以盈利为前提的，如果重组对象有核心技术或核心专长，能产生协同效益，那就充分用好“老母鸡理论”，加快重组速度。重组的核心就是要互利共赢，不仅收人也要收心。
14. 从量本利到价本利
产品价格是企业的生命线，在过剩经济时代，我们要从量本利转向价本利，掌握定价主动权，用合理价格取得经营利润，也要从竞争转向竞合，从红海进入蓝海，实现共生共赢。
15. 风险与危机处理要损失最小化
对企业来说，风险是客观的，如影随形。做企业是在发展和风险的两难中进行选择。如果只顾发展而忽视风险，那企业可能轰然倒下；如果只考虑风险而不顾发展，那企业可能止步不前，在竞争中被淘汰。做企业要用制度来防范风险，决策正确是规避风险的重要基础，风险出现之后要确保它可控、可承担，处理原则就是将损失降至最低。做企业，任何时候都要想着增强韧性，稳健经营。
四、管理
16. 管理是正确地做事
管理是正确地做事，是处理好人、机、物、料的关系，是眼睛向内，主要目的是提高效率。管理要有一些工法，从最早在北新建材坚持开展整理整顿、质量贯标、品牌建设到后来在中国建材开展五化管理、三五整合、八大工法、六星企业、格子化管控等，多年来我一直反复实践和摸索。“三精管理”是我近年来在企业里推行的一套系统性工法，主要是解决组织精健化、管理精细化、经营精益化的问题。
17. 组织要不停地“剪枝”
做企业，都希望做出一家基业长青的大企业，但其实做好企业要有超越规模的眼光与胸怀，重在活出质量。一般而言，一些企业慢慢走向衰落，不是突然的，而是有迹可循，我们要时时提防大企业病，给企业组织“剪枝”，瘦身健体，将其做成一家健康有活力还有合理效益的好企业。
18. 质量管理要贯彻标准
质量是有成本的，做企业一定要做到质量上上、价格中上、服务至上。质量管理重在全员、全过程的参与，还要在企业里面建立起一套管理标准体系，每个人都贯彻好系统的质量标准。五优飞轮，即优技、优质、优服、优价、优利，是企业不断向前发展的不竭动力，精准找到并构建起本企业发展的飞轮非常重要。
19. 做企业要现金为王
现金是企业的血液，现金的正常流动有利于确保企业的稳定持续经营，支撑企业的健康发展。做企业一定要进行全面预算管理，以便提前做好投资计划。财务杠杆不能过高，要合理化，量力经营，追求有利润的收入、有现金流的利润。企业里的“两金”即库存资金与应收账款要最小，大企业集团的资金能归集使用的就尽量归集使用，提高效率与效益，并始终确保企业有充盈的现金流。
20. 打造自主品牌
在加快建设制造强国、质量强国等战略目标下，企业应建立起“创新 + 资本 + 管理 + 市场”的综合发展优势，促进企业高质量发展。对企业来说，品牌是重要的无形资产，凝聚了企业经营管理和文化精神的全部。品牌建设不是一日之功，要长期地坚持，品牌工作是一把手工程，企业要加大在品牌上的投入，用自主品牌取得竞争优势。
五、改革
21. 企业要按照市场化机制运营
企业要勇做市场化改革的先行者，完善现代企业制度是企业改革的任务之一。我做央企一把手18年，基本做法就四个字：央企市营。正是因为我们选择了这条道路，中国建材才不断发展壮大，从资不抵债的状态走到了全球建材行业的第一名。市营的第一条就是股权多元化，这是企业良性运作、健康发展的基础。在市场经济中，任何企业都要按照市场化机制运营，坚持市场化竞争原则。
22. 积极稳妥推进混合所有制
混合所有制其实解决了国企融入市场这一世界性难题，国企民企是相互融合，共赢发展。国企的实力 + 民企的活力 = 企业的竞争力，现在混合所有制改革的关键不在于“混”，而 是在于“改”，“改”就是改体制机制，让国企更具活力、民企更加规范。在混改的过程中，我们尤其要注意“三高三同”以及文化是否融合等问题。
23. 公司治理要规范
经营的目的是获得效益，管理的目的是降低成本，而治理的目的是防范风险。规范的治理结构、高瞻远瞩的董事会和精干高效的经理层是企业经营发展的根基。公司具有独立性与有限性，要明确股东会、董事会、经理层的行权规则，做好所有权和经营权、决策权和执行权的分离，还要发挥好董事会的作用，开好董事会。公司要合规经营，内控要严格，并要积极承担社会责任，完善 ESG（环境、社会和公司治理）的工作机制。
24. 用共享机制打造利益共同体
机制就是企业效益和员工利益之间的正相关关系。企业如果有好的机制，做好企业不需要神仙，如果没有好的机制，神仙也做不好企业。企业里有两种资本，一种是人力资本，一种是金融资本，现在的人力资本与金融资本同等重要，甚至更重要。以前我们总讲激励机制，但现在是一个高科技和新经济时代，我们要建立起共享机制，做共享型企业，这就需要人力资本也要参与企业财富的分配。
25. 弘扬企业家精神
企业家是富于创新意识、为社会创造价值的企业领导者，与企业规模、所有制形式等无关。民营企业创业者、具有创新改革意识的国企领导人、优秀的职业经理人等共同构成中国的企业家队伍，推动经济的快速发展。企业家具有三点特质：创新、坚守和责任。企业家可遇不可求，不以成败而论。我们应该对企业家倍加珍惜和呵护，营造企业家健康成长的环境，加强企业家队伍建设，更好地发挥企业家的作用，弘扬爱国、创新、诚信、社会责任和国际视野的新时代企业家精神，打造企业家社会。
六、文化
26. 企业要以人为中心
做企业从根本上看是做人的工作，是做人心的工作，其实这就是企业文化。文化定江山。企业要以人为中心，企业是人，企业靠人，企业为人，企业爱人。企业尤其要做好四个团队的建设，弘扬四种精神，即企业家精神、科学家精神、四千精神、工匠精神。做企业的领导者也是一种修炼，要着力提升学习力、创新力、决策力、影响力、组织力与担当力这六大领导力。
27. 弘扬中华优秀传统文化，创造中国式管理模式
中华优秀传统文化有时能解决现代市场竞争理论所不能解决的问题。现代的中国企业管理应该和我国优秀的传统文化相结合，真正做到洋为中用、古为今用，创造出中国式管理模式，为中国乃至全球企业提供中国式解决方案。我国优秀的企业家还应该是优秀的企业思想家，带领企业走包容式发展道路。
28. 像办学校一样办企业
我是个热衷于企业管理教育的人，我提倡像办学校一样办企业，也要像办企业一样办学校。企业和商学院要像医学院一样，既要实践，也要学习，讲究知行合一。企业要成为学习型组织，进行深度互动，要关注培训教育，提升组织的整体素质。
29. 按照常理做企业
能发现“黑天鹅”的人是聪明人，能发现“灰犀牛”的人是理性的人，而认为未来充满不确定性的人是老实人，我大概是最后一种人。虽然未来是不确定的，但无论环境怎样不确定， 我们做企业还是要按照常理去做，我把这些常理归纳为四个主义：务实主义、专业主义、长期主义、客户主义。为什么我用了“主义”这个词呢？主义是信仰。在企业里，构筑这些信仰的思想基础，就是常理。
30. 企业的目的是让社会更美好
企业本身是一个经济组织，但又是一个社会组织。企业的经济目的就是必须有效益，企业的社会目的就是要为社会服务， 让社会更美好。我们要站在道德高地做企业，做成保护环境、热心公益、关心员工、世界公民的有品格的企业。我崇尚一生做好一件事，那就是做好我们中国的企业。
翻译：
Song Zhiping: Running the business for 40 years, I have summed up 30 suggestions
Introduction
Song Zhiping has been running enterprises for 40 years, and has brought two “grassroots central enterprises”, China National Building Materials Group and Sinopsin Group, into the world’s top 500. He is now the president of the China Association of Listed Companies and the China Enterprise Reform and Development Society.
The recent publication of his new book “30 Business” is a reflexive summary of Song Zhiping in his new position, and combined with the research of hundreds of enterprises and the thinking of the concerns of college students, the important business “hard truth” extracted, including strategy, innovation, management, management, reform, culture 6 parts.
This digest has selected a total of 30 essence and dry goods from various parts, both theoretical and practical depth, including Oriental management philosophy, hoping to enlighten readers.
Song Zhiping: President of China Association of Listed Companies, President of China Enterprise Reform and Development Research Association
I. Strategy
- Strategy is the top priority
Strategy is the direction, is the banner, determines the future development of the enterprise. The most important thing to do an enterprise is to strategic first, strategic positioning is the root of the development of the enterprise, the purpose of strategy is to make the enterprise achieve competitive advantage. A strategic win is a big win, and a strategic loss is a big loss.
- Strategy is a trade-off
Whether an enterprise can have great development often depends not on how it does, but on what it does and does not do. Strategy is a choice and trade-off, once selected, in the selected range to do the extreme. To do business, we can’t guarantee the world, but we must learn to divide the world into three parts. The strategy is not forever unchanged, and can be adjusted according to the actual situation of the enterprise. No matter how well the strategic choice is done, the most critical thing is to ensure the implementation and landing of the strategy.
- Strategy should be goal-oriented
The development of strategy is the primary responsibility of leaders, and the cultivation of strategic thinking is crucial. The development of strategy should break through the limitation of resource-oriented thinking, that is, “do what you have”, and change to goal-oriented thinking, that is, “find what you lack”, so as to maximize the use of social resources to accomplish things. Of course, the development of strategies should also follow the law of industry development and the logic of enterprise growth.
- Enterprise development should focus on the main business
Enterprises should focus on the main business, focus on the development of core business, core expertise, core markets, core customers. Choose a new business to have a principled stance, the reason why some enterprises fail is often because they deviate from the main business and blindly expand. In general, small and medium-sized enterprises should take the road of specialization. When an enterprise has reached the extreme of its existing business, or is an industrial group, it can consider the development of limited relevant diversification. In order to hedge cyclical risks, investment companies can choose the path of diversification.
- It doesn’t have to be a career change
In the face of economic downturn and excess pressure in the industry, many enterprises want to change industries, but for large and medium-sized enterprises, it is not easy to change industries, and it is very risky to enter a completely unfamiliar industry. For most enterprises, it is still necessary to build the growth curve of the enterprise, transform in the direction of high-end, intelligent, green, and service, and do a good job in their own fields, rather than meet difficulties on the change, however, the industry that is subverted by innovation and replaced by new products does need to change decisively. To do an enterprise, we must follow the law of industry development and the logic of enterprise growth.
Ii. Innovation
- The essence of innovation is a new combination
The essence of innovation is a new combination of products and services designed to create new and different products and services. The most important work of enterprises is to combine scientific and technological elements, and to do a good job in the combination of production, education and research. The close collaboration between business and government has created a variety of innovation models.
- Innovate effectively
Innovation is the primary driving force, and it is essential to solve cross-cycle economic problems, overcome the difficulties of enterprises and enhance the competitiveness of enterprises. Today is an era of innovation, but innovation is a risky thing, people always say “do not innovate and wait for death, blind innovation to die.” Therefore, enterprise innovation must be combined with reality, to bring significant benefits or create value for enterprises. Enterprises should also rely on the capital market to do a good job in innovation, pay attention to high-tech innovation, but also to pay attention to high-tech innovation and low-tech innovation, to reduce various risks of innovation, grasp the degree of innovation, and carry out effective innovation.
- Entrepreneurs are the soul of enterprise innovation
The main body of innovation is the enterprise, the entrepreneur who leads the enterprise to innovate, the entrepreneur is the soul of the enterprise innovation, not only the entrepreneur, but also the innovation fan. Innovation culture is the basis of innovation, entrepreneurs should establish innovation culture in the enterprise, encourage everyone to innovate together, and gain advantages in the competition of innovation system.
- There are patterns to innovation
When it comes to innovation, many people find it difficult, feel out of reach, and have no way to start. In fact, innovation is not the patent of geniuses, nor is it the “flash of inspiration” of individuals. The innovation of enterprises has both rules to follow and models to follow. The five innovation modes commonly used by enterprises and effective in reality are independent innovation, integrated innovation, continuous innovation, disruptive innovation and business model innovation. Enterprises can choose the right innovation model according to their own conditions.
- The innovative integration of technology and business is the trend of The Times
Now science and technology enterprises are springing up, scientists and entrepreneurs have changed from the clear division of labor to the gradual integration, we must train entrepreneurs with the spirit of scientists, but also to train scientists with the spirit of entrepreneurship. The commercialization of science and technology must seize the opportunity, and focus on solving the problem of transforming scientific and technological achievements into productive forces. Large scientific research projects cannot be separated from large enterprises, and small and medium-sized enterprises have unique scientific and technological innovation, but they should also pay attention to cooperation with large enterprises.
Iii. Operation
- Business is about doing the right thing
Management is to do the right thing, the purpose is to improve efficiency; Management is about doing things right, with the aim of increasing efficiency. Now we want to change from effective managers to effective operators, in the era of management and management, the most critical thing is to make the right choice from uncertainty, eyes outward, and pay more attention to market changes. To focus on improving the efficiency of the enterprise and become an effective operator, it is necessary to combine the operation and management. The head of an enterprise should first be an expert in business, and learn to transfer management work to his subordinates.
- Integrating resources is more important than creating them
Today, the ability of an entrepreneur is often measured not by his ability to create resources, but by his ability to integrate resources. After the goal of the enterprise is determined, we must first find the resources needed to achieve the goal, and then find a way to integrate resources, and effectively integrate various resources together. At this stage, we should pay particular attention to the integration model of industry, capital and resources. After the integration of resources, an important part of the enterprise is to better redeploy resources to achieve the optimal benefit and value.
- There should be an organic joint reorganization
The previous management theory divided enterprise growth into two categories, the enterprise self-development, endogenous snowball development called “organic growth”, and the merger and reorganization called “inorganic growth”. Joint restructuring can also go from nonexistent to organic if effective deep integration is carried out simultaneously at the time of reorganization. Restructuring is based on the premise of profit, if the restructuring object has core technology or core expertise, can produce synergies, then make full use of the “old hen theory” to speed up the restructuring. The core of restructuring is to mutual benefit and win-win, not only to accept people but also to accept.
- From volume to price
Product price is the lifeline of enterprises, in the era of excess economy, we must shift from volume to price, take the initiative in pricing, and use reasonable prices to obtain operating profits, but also from competition to competition, from the Red Sea into the blue sea, to achieve symbiosis and win-win.
- Risk and crisis management should minimize losses
For enterprises, the risk is objective, like shadow. Being a business is a choice between growth and risk. If you only focus on growth and ignore risks, the company may collapse. If only risk is considered without regard to development, the enterprise may stop moving forward and be eliminated from the competition. Enterprises should use the system to prevent risks, and the correct decision is an important basis for risk avoidance. After the risk appears, we should ensure that it is controllable and affordable, and the handling principle is to minimize losses. Do business, at any time to think about strengthening resilience, stable management.
Iv. Management
- Management is doing things right
Management is to do things correctly, is to deal with the relationship between good people, machines, things and materials, is to look inward, the main purpose is to improve efficiency. Management must have some construction methods, from the earliest in Beinew Building Materials insist on carrying out consolidation, quality standards, brand building, and later in China Building Materials to carry out five management, three five integration, eight construction methods, six star enterprises, grid control, etc., I have been repeatedly practiced and explored over the years. “Three fine management” is a set of systematic engineering methods that I have implemented in the enterprise in recent years, mainly to solve the problems of fine organization, fine management and lean operation.
- Organizations are constantly “pruning”
Do enterprises, all hope to make a long-term enterprise, but in fact, a good enterprise must have the vision and mind beyond the scale, the emphasis is on living out the quality. In general, some enterprises slowly decline, not suddenly, but there are traces to follow, we should always beware of big enterprise disease, to the enterprise organization “pruning”, slim and healthy, and make it a healthy and dynamic good enterprise with reasonable benefits.
- Quality management should adhere to standards
Quality is a cost, do enterprises must do quality, price, service first. Quality management focuses on the participation of all employees and the whole process, but also to establish a set of management standards system in the enterprise, and everyone implements the quality standards of the system. The five best flywheel, that is, excellent technology, high quality, excellent service, good price, good profit, is the inexhaustible driving force for the continuous development of the enterprise, and it is very important to accurately find and build the flywheel for the development of the enterprise.
- Cash is king in business
Cash is the blood of the enterprise, and the normal flow of cash is conducive to ensuring the stable and sustainable operation of the enterprise and supporting the healthy development of the enterprise. Enterprises must carry out comprehensive budget management in order to make investment plans in advance. Financial leverage can not be too high, to rationalize, capacity management, the pursuit of profitable income, cash flow profits. The “two gold” in the enterprise, that is, the inventory funds and accounts receivable, should be minimum, and the funds of large enterprise groups should be collected and used as far as possible to improve efficiency and efficiency, and always ensure that the enterprise has a full cash flow.
- Build your own brand
Under the strategic goals of accelerating the construction of a manufacturing power and a quality power, enterprises should establish a comprehensive development advantage of “innovation + capital + management + market” to promote high-quality development of enterprises. For enterprises, brand is an important intangible asset, which embodies the whole of the enterprise’s management and cultural spirit. Brand building is not a day’s work, to long-term persistence, brand work is a leader project, enterprises should increase investment in the brand, with their own brand to achieve competitive advantage.
V. Reform
- Enterprises should operate according to market-oriented mechanisms
Enterprises should be brave pioneers of market-oriented reform, and improving the modern enterprise system is one of the tasks of enterprise reform. I have been the leader of a central enterprise for 18 years, and the basic practice is four words: central enterprise city. It is because we have chosen this path that China National Building Materials has continued to grow and grow, from the state of insolvency to the first place in the global building materials industry. The first step of the market is equity diversification, which is the basis for the sound operation and healthy development of enterprises. In the market economy, any enterprise should operate according to the market mechanism and adhere to the principle of market competition.
- Actively yet prudently promote mixed ownership
Mixed ownership actually solves the worldwide problem of state-owned enterprises integrating into the market, and state-owned enterprises and private enterprises are integrated with each other and win-win development. The strength of state-owned enterprises + the vitality of private enterprises = the competitiveness of enterprises, and now the key to mixed ownership reform is not to “mix”, but to “change”, “change” is to change the system and mechanism, so that state-owned enterprises are more dynamic and private enterprises are more standardized. In the process of mixed reform, we should pay special attention to the “three high and three same” and whether the culture is integrated.
- Corporate governance should be standardized
The purpose of operation is to obtain benefits, the purpose of management is to reduce costs, and the purpose of governance is to prevent risks. Standardized governance structure, forward-looking board of directors and lean and efficient management are the foundation of enterprise operation and development. The company is independent and limited, so it is necessary to clarify the exercise rules of the shareholders’ meeting, the board of directors and the management level, do a good job in separating ownership and management, decision-making and executive power, and give full play to the role of the board of directors. Companies should operate in compliance with regulations, have strict internal controls, and actively undertake social responsibilities to improve the working mechanism of ESG (environmental, social and corporate governance).
- Build a community of shared interests through sharing mechanisms
Mechanism is the positive correlation between enterprise benefit and employee benefit. If an enterprise has a good mechanism, it does not need fairies to do well in the enterprise, and if there is no good mechanism, fairies will not do well in the enterprise. There are two kinds of capital in an enterprise, one is human capital and the other is financial capital. Now human capital is as important as financial capital, or even more important. In the past, we always talked about incentive mechanism, but now it is a high-tech and new economic era, we need to establish a sharing mechanism and do a sharing enterprise, which requires human capital to participate in the distribution of enterprise wealth.
- Promote entrepreneurship
Entrepreneurs are business leaders who are full of innovative consciousness and create value for the society, regardless of the size of the enterprise or the form of ownership. Entrepreneurs of private enterprises, leaders of state-owned enterprises with the consciousness of innovation and reform, and excellent professional managers together constitute the team of entrepreneurs in China, and promote the rapid development of the economy. Entrepreneurs have three characteristics: innovation, persistence and responsibility. Entrepreneurs can be met but not sought, not judged by success or failure. We should cherish and care for entrepreneurs all the more, foster an environment for their healthy growth, strengthen the workforce of entrepreneurs, give better play to the role of entrepreneurs, promote patriotism, innovation, integrity, social responsibility and international vision of entrepreneurship in the new era, and build an entrepreneurial society.
Vi. Culture
- Enterprises should be people-centered
To do business is fundamentally a man’s work, is to do people’s work, in fact, this is the corporate culture. Culture is determined. Enterprises should be people-oriented, enterprises are people, enterprises rely on people, enterprises are people, enterprises love. In particular, enterprises should do a good job in the construction of four teams and carry forward four spirits, namely, the entrepreneurial spirit, the scientist spirit, the four thousand spirit, and the craftsman spirit. Being the leader of an enterprise is also a kind of cultivation, and we should focus on improving the six major leadership skills of learning, innovation, decision-making, influence, organization and responsibility.
- Carry forward the fine traditional Chinese culture and create a Chinese-style management model
The excellent traditional Chinese culture can sometimes solve the problems that the modern market competition theory can not solve. Modern Chinese enterprise management should be combined with China’s excellent traditional culture, truly make foreign for Chinese, the past for the present, create a Chinese management model, and provide Chinese solutions for Chinese and even global enterprises. The outstanding entrepreneurs of our country should also be excellent corporate thinkers and lead their enterprises on the path of inclusive development.
- Run a business like a school
I am a passionate person in business management education, and I advocate running a business like a school and running a school like a business. Enterprises and business schools should be like medical schools, both practice and study, and pay attention to the integration of knowledge and action. Enterprises should become learning organizations, carry out in-depth interaction, pay attention to training and education, and improve the overall quality of the organization.
- Run a business according to common sense
Those who can spot the “black swan” are intelligent people, those who can spot the “gray rhino” are rational people, and those who think that the future is full of uncertainty are honest people, and I am probably the last kind of people. Although the future is uncertain, no matter how uncertain the environment, we do business in accordance with common sense, I summarize these common sense into four principles: pragmatism, professionalism, long-term doctrine, customer doctrine. Why did I use the word “ism”? Ism is faith. In business, the ideological basis for these beliefs is common sense.
- The purpose of business is to make society better
The enterprise itself is an economic organization, but also a social organization. The economic purpose of the enterprise is to have benefits, and the social purpose of the enterprise is to serve the society and make the society better. We must stand on the moral high ground to do business, to protect the environment, enthusiastic public welfare, care about employees, global citizens of the character of the enterprise. I advocate doing one thing well in my life, that is, doing well in our Chinese enterprises.
本文由数字化转型网（www.szhzxw.cn）转载而成，来源于制造前言；编辑/翻译：数字化转型网宁檬树。
免责声明: 本网站(http://www.szhzxw.cn/)内容主要来自原创、合作媒体供稿和第三方投稿，凡在本网站出现的信息，均仅供参考。本网站将尽力确保所提供信息的准确性及可靠性，但不保证有关资料的准确性及可靠性，读者在使用前请进一步核实，并对任何自主决定的行为负责。本网站对有关资料所引致的错误、不确或遗漏，概不负任何法律责任。
本网站刊载的所有内容(包括但不仅限文字、图片、LOGO、音频、视频、软件、程序等) 版权归原作者所有。任何单位或个人认为本网站中的内容可能涉嫌侵犯其知识产权或存在不实内容时，请及时通知本站，予以删除。
