加里·哈默在与张瑞敏进行思想交流时曾提到，世界上的CEO分为三种类型：第一类CEO，特别有远见，能够看到企业未来的商业模式，很可惜，他们这种远见只停留在一个点上，并没有持续去做；第二类CEO，不仅改变了一个产业，还能改变另外一个产业，是能持续创新的企业家；第三类CEO，不仅有远见，能让公司持续取得突破，还能留下一套不同的价值观。
张瑞敏独创性的管理哲学，是一种具有前瞻性和实用性的管理思想，不仅为企业家们指出了一条稳步走向未来的管理之路，更将为全球企业带来广泛和深远的影响。 数字化转型网（www.szhzxw.cn）
文章源自《永恒的活火》 张瑞敏著，湛庐文化/中国财政经济出版社
从用户价值到人单合一，再到自主经营体、领导力培养，张瑞敏将产品研发、销售、服务、企业生态等核心融合为一体，形成一套独特的管理模式，推动海尔发展壮大。
在《永恒的活火》一书中，张瑞敏借助与全球31位管理大师、专家的探讨，将海尔如何把握住市场机会、如何在波谲云诡的环境下保持敏锐的嗅觉和快速反应，如何实践“人的价值最大化”来激发出的创新力……这一系列的答案均一一对外展现，无论是对于正处在迷茫期的企业，还是计划开启新征程的管理者、创业者，均是宝贵的借鉴和启示。
一、不是量化管理，而是量子管理
很多管理者在今天会经历一个共同的苦恼：为什么预测市场变得越来越艰难？最初备受期待的项目最终却以哑火黯然退出市场、一个此前并不看好的项目却意外成为市场的爆款、明明按照用户需求研发的产品却又总是不被消费者认可…… 数字化转型网（www.szhzxw.cn）
归根结底，用户变了，变得更为个性化、碎片化，无法完全统一起来，形成一种不确定的整体性行为，张瑞敏早早发现这一现实情况，并决定换一种管理模式，采用量子管理。
量子管理是一种基于量子思维的管理方式，强调事物的复杂性和不确定性，并接受同时存在多个可能性。
张瑞敏认为，原来的管理是静态的，而量子管理是动态的；前者对人是定位、贴标签，后者是把所有人都放在同一起跑线上，谁行谁就上来，把原来完全统一的步骤彻底打破，使每一个人既是独立的自我，又是为他的自我。独立的自我强调每个人不是对领导负责，而是对用户负责，独立创新为用户；为他的自我，强调每个自主人可以为了共同的用户目标自发组织起来，协同完成目标。通过让每一个员工去找到自己的市场，如果能实现每个人都成为量子自我式的“能量球”，即创客，便会出现赫拉克利特所预言的：“永远是一团永恒的活火。”
这正如《庄子·外物》中的“虽有至知，万人谋之。”你的智慧可能是天下第一，但也比不上一万个人智慧的总和。
“我并不比他们高明，只不过我在这个位置上而已。我在这个位置上也并不意味着一定由我来给他们出主意，让他们照着做，而应该创造机会，让每个人都发挥自己的作用。其实，只要你给每个人机会，他们都有不可限量的能量。”在张瑞敏看来，量子管理的目的，就是让每个人的潜能都可以彻底发挥出来。
二、不是股东第一，而是员工第一
“西方企业有一个很大的问题，就是老认为‘股东第一’。”在与布莱恩·阿瑟、奥利弗·哈特、比尔·费舍尔等多位世界级管理学家、经济学家的交谈中，张瑞敏毫不避讳地指出西方管理上的问题。
张瑞敏在实践中发现，“股东第一”永远不应该是目标，而应该是结果。如果能把员工的积极性充分发挥出来，企业就一定能为股东创造利益。 数字化转型网（www.szhzxw.cn）
张瑞敏坚持“员工第一”，也就是人的价值第一。为了实践这一理论，海尔把企业内部变成一个创业的平台，把科层制取消，把1万多名管理人员都去掉，谁能够创业，谁就在这个平台上做。
换句话说，传统企业的管理以分工为基础，工人就是生产线上的“工具”，管理人员就是科层制上的“传声筒”。进入互联网时代，企业管理模式可能要从分工式变成分布式。分布式带来了“去中心化”，这意味着企业没有中心，每个人都可以成为中心；分布式还带来了“去中介化”，所以企业应该去掉中间管理层。
于是海尔变成了上千家小企业，员工自己就可以成立一家小企业；海尔也不再是一个管理机构，而是变成了一个创业平台；CEO的角色则转变为搭建平台的人，以确保创业团队在平台上可以很快成长，获得成功。现在的海尔实际上有三类人：平台主，责任是帮助平台上的创业团队获得成功；小微主，即微型创业团队；创客，其实每个人都是创客。
三、不是他组织，而是自组织
此时想必有人会产生疑惑，“股东第一”能有目标可遵循，那么“员工第一”究竟该如何实现？又该如何把企业变成一个创业平台？
张瑞敏直言，真正要做的是管理者把自己的权力完全放下去。企业需要的不是他组织，而是自组织。
现如今，海尔已经把3项权力还给员工：首先是决策权，代表着员工在发现创新灵感时可以自己选择干什么；二是用人权，这意味着员工可以自己决定用什么人；三是分配权，谁得的多，谁得的少，都可以由员工自己决定。
而当每一个小团队成为一个自组织后，海尔便将加快实现自组织的社会化。一方面，是资本的社会化。过去，所有项目都由海尔投资，但现在变成吸引社会化投资，如果风险投资机构不看好这个项目，代表这个项目存在着问题。另一方面，是人才的社会化。当目标定好后，如果原有团队的能力不行，那就要从社会上拉人才进来，对方也并不一定非要到海尔里，也可以通过合作的方式。随着资本的社会化和人才的社会化，可以促使自组织真正不断实现自我优化，员工可以在海尔这个大平台上创业，他们的领导变成了用户。 数字化转型网（www.szhzxw.cn）
调整后的海尔，如同海星一般，有超强的再生能力和自我修复能力，如果断掉一条腿，会再生出一条腿，同时，断掉的那条腿也会再长出一个新海星，因为每条腿都拥有海星的消化和生殖等系统。
而在张瑞敏的希冀中，希望海尔最后能达到《道德经》里所说的“太上，不知有之”的境界，即最好的领导者是员工意识不到他的存在。“我们要把原来的领导权力让渡给基层员工、创业者。其实，这不是放权，而是权力的回归，员工本来就有这些权力。”
四、不是以用户为中心，而是以终身用户为中心
无论是量子管理还是自组织，背后一个根本的目的均是将企业的焦点聚集在用户的需求上。
在2023年9月的第七届人单合一模式引领论坛上，张瑞敏上台进行主旨演讲：“一家企业能够满足多少用户的终身价值，是其成功的真正衡量标准。看21世纪的企业有多少竞争力，就是看它有多少终身用户。”
虽然“用户”和“终身用户”只有两个字的差距，但恰恰是这两个字，给了海尔两条价值循环回路，一条是用户体验迭代的价值循环回路，另一条是生态方增值分享的价值循环回路。如果用户买了一个场景的产品，但再也没有和品牌发生进一步交互，这就只有价值，没有循环。
在大会上，张瑞敏用“1”与“N”进行延展说明，“搜索引擎是1对N，我们是N对1。所谓1对N，1就是搜索引擎，所有人找到自己所需要的，这就是N。我们的新引擎就是N对1，为什么是N对1？因为智能交互生态应该创造很多不同的体验、不同的场景，这是N，由此可以对应满足每个用户的个性化需求。”
值得注意的是，当下备受诟病的价格战，背后也是缺少“以终身用户为中心”的结果。在张瑞敏看来，对企业而言，最重要的是打造好的用户体验，后者体现了4个字——“价值循环”。价值循环的第一步，是先给用户创造出让他愿意多付钱的增值。现在企业间的价格战越来越厉害，就是因为企业不创造增值。有了增值之后，企业还要让所有的生态方都结合起来创造第二次、第三次增值。这就是国外经济学家所说的，企业的竞争力在于它的终身用户。 数字化转型网（www.szhzxw.cn）
五、不是企业付薪，而是用户付薪
当一家企业真正决定要实现“以终身用户为中心”，这家企业自然而然地会发生另一个变化，由企业付薪转变为用户付薪，换句话说，就是用户体验迭代的付薪。
张瑞敏曾就这一话题与MLab管理实验室创始人加里·哈默共同讨论，“比如，我们原来有1000多人专门评价每个人工作的好坏，现在我们把这1000多人都去掉了。那靠什么评价呢？靠市场上的用户的直接评价。比如，对于市场服务人员，如果用户对你点赞多，那你在这个地区就可以得到更多的订单；如果用户对你的差评多，那你就不要干了。”
他认为，现在很重要的一个变化是互联网实现了“与用户的零距离”，零距离就会使你去中心化、去中介化，原来控制的部分一下子就没有多大的作用了。随着企业将管理模式变为用户付薪，以往让不少企业头疼的员工和管理者的博弈，也会渐渐消失。
“刚开始有雇主的时候，雇主给大家发工资，因为雇主发工资，所以员工会和雇主发生博弈。我们变为由用户发工资，那你会和用户博弈吗？你和用户博弈的本质是什么？就是和你自己的能力博弈——如果你能力不行，就没有用户价值，最后你只能提高自己的能力。与雇主博弈和与自己的能力博弈，二者是完全不同的。” 数字化转型网（www.szhzxw.cn）
这正如美国经济学家奥尔森所说的，增长主要是靠制度。那靠什么制度呢？就是“共容利益”。大家的利益是一体的，大家之间不是零和博弈。创造价值之后，大家都有利益，而不是原来那样的此消彼长。
六、不是大规模制造，而是大规模定制
实际上，仔细观察张瑞敏的每一条管理理论都能发现，用户是所有的核心，用户变了，需求多元化了，企业管理的调整也要跟上脚步。
对于市场今后的发展趋势，张瑞敏同样是基于这一个原点，并认为时代发生了改变，现在进入了体验经济时代，大规模定制取代大规模制造，企业要根据用户的个性化体验来生产产品。
这正如张瑞敏所说：“在体验环境中让用户自己交互，是最关键的。用户自己交互出来的东西最真实，也可能是需求度最高的。这是定制化，而不是多样化。否则，一定只会走向多样化。在物联网时代，产品一定会被场景替代，没有人会买一个单一的产品，用户要的一定是一个场景。没有完美的产品，只有永远向完美迭代的场景。”
向着完美的场景迭代，也意味着企业的生态正在一步步构造成型，使得企业脱离传统的非常规范的组织，从一个有围墙的花园变为“热带雨林”，在这里，所有的植物有生有死，但它总归是一个欣欣向荣、生生不息的生态。 数字化转型网（www.szhzxw.cn）
翻译：
What are the dimensions of the cognitive gap between the average CEO and the third type of CEO?
Gary Hammer mentioned in the exchange of ideas with Zhang Ruimin that there are three types of ceos in the world: the first type of ceos are particularly far-sighted and can see the future business model of the enterprise, but unfortunately, their vision only stays at a point and does not continue to do it; The second type of CEO, who changes not only one industry but also another, is the entrepreneur who can continue to innovate. The third type of CEO is the one who not only has the vision to make sustained breakthroughs, but also leaves behind a different set of values.
Zhang Ruimin’s original management philosophy is a forward-looking and practical management thought, which not only points out a steady management path to the future for entrepreneurs, but also brings extensive and far-reaching influence to global enterprises.
Article from “Eternal Living Fire” by Zhang Ruimin, Zhanlu Culture/China Financial and Economic Press
From user value to person-single integration, to independent operation and leadership training, Zhang Ruimin integrated the core of product research and development, sales, service and enterprise ecology into one, forming a set of unique management model to promote the development and growth of Haier.
In the book “Eternal Living Fire”, Zhang Ruimin discusses with 31 management masters and experts around the world, how Haier grasps market opportunities, how to maintain a keen sense of smell and rapid response under the changeable environment, and how to practice “maximizing human value” to stimulate innovation… This series of answers are uniformly displayed to the outside world, whether it is for enterprises in the confused period, or managers and entrepreneurs who plan to start a new journey, they are valuable references and Revelations. 数字化转型网（www.szhzxw.cn）
First, not quantitative management, but quantum management
Many managers today experience a common dilemma: why is it getting harder to forecast markets? The original highly anticipated project eventually withdrew from the market with a dumb fire, a previously unoptimistic project unexpectedly became a boom in the market, and clearly developed products in accordance with user needs are always not recognized by consumers…
In the final analysis, users have changed, become more personalized, fragmented, can not be fully unified, forming an uncertain overall behavior, Zhang Ruimin early found this reality, and decided to change a management model, the use of quantum management.
Quantum management is a form of management based on quantum thinking that emphasizes the complexity and uncertainty of things and accepts the existence of multiple possibilities at the same time.
Zhang Ruimin believes that the original management is static, while quantum management is dynamic; The former is to position and label people, the latter is to put all people on the same starting line, who does who will come up, to completely break the original completely unified steps, so that each person is both an independent self and for his own self. Independent self-emphasizes that everyone is not responsible for the leader, but responsible for the user, independent innovation for the user; For his self, it emphasizes that each autonomous person can spontaneously organize for a common user goal and cooperate to accomplish the goal. By allowing each employee to find his or her own market, if everyone can become a quantum ego “energy ball,” that is, a maker, there will be Heraclitus’s prediction: “always an eternal fire.” 数字化转型网（www.szhzxw.cn）
This is just as in “Zhuangzi · Foreign Things”, “although there is the utmost knowledge, all people plan it.” Your wisdom may be the best in the world, but it is not equal to the wisdom of 10,000 people combined.
“I’m no better than them, I’m just in this position. The fact that I am in this position does not mean that it is up to me to advise them to follow suit, but rather to create opportunities for everyone to play their part. The truth is, everyone has unlimited energy if you give them a chance.” In Zhang Ruimin’s view, the purpose of quantum management is to allow everyone’s potential to be fully developed.
Second, not shareholders first, but employees first
“A big problem with Western companies is that they always think ‘shareholders come first’.” In conversations with a number of world-class management scientists and economists, such as Brian Arthur, Oliver Hart, and Bill Fisher, Zhang Ruimin did not shy away from pointing out the problems of Western management.
In practice, Zhang Ruimin found that “shareholders first” should never be the goal, but should be the result. If you can give full play to the enthusiasm of employees, enterprises will certainly create benefits for shareholders.
Zhang Ruimin insists on “employees first”, that is, the value of people first. In order to put this theory into practice, Haier turned the interior of the enterprise into a platform for entrepreneurship, abolished the bureaucracy, removed more than 10,000 managers, and whoever can start a business will do it on this platform.
In other words, the management of traditional enterprises is based on the division of labor, workers are the “tools” on the production line, and managers are the “mouthpieces” on the bureaucracy. Entering the Internet era, the enterprise management mode may change from division of labor to distribution. Distributed brings “decentralization”, which means that there is no center for the enterprise, and everyone can be the center; Distributed also brings about “disintermediation,” so companies should get rid of the middle management. 数字化转型网（www.szhzxw.cn）
So Haier became a thousand small enterprises, employees can set up their own small business; Haier is no longer a management organization, but has become a platform for entrepreneurship; The role of the CEO has shifted to the person who builds the platform to ensure that the startup team can quickly grow and succeed on the platform. Now Haier actually has three types of people: platform owners, whose responsibility is to help the entrepreneurial team on the platform succeed; Small micro master, that is, micro entrepreneurial team; A maker? Well, everyone is a maker.
Third, it is not organized by others, but by themselves
At this time, some people must have doubts, “shareholders first” can have goals to follow, then “employees first” how to achieve? How to turn the enterprise into a startup platform?
Zhang Ruimin bluntly, the real thing to do is for managers to put their power down completely. What enterprises need is not self-organization, but self-organization.
Now, Haier has returned three rights to employees: First, the right to make decisions, which means that employees can choose what to do when they find innovative inspiration; The second is the use of human rights, which means that employees can decide for themselves who to use; The third is the right of distribution, who gets more, who gets less, can be decided by the employees themselves.
When each small team becomes a self-organization, Haier will accelerate the realization of self-organization socialization. On the one hand, there is the socialization of capital. In the past, all projects were invested by Haier, but now it is attracting social investment, if the venture capital institutions are not optimistic about the project, it means that the project has problems. On the other hand, there is the socialization of talents. When the goal is set, if the ability of the original team is not good, it is necessary to pull talents from the society, and the other party does not necessarily have to go to Helli, but also through cooperation. With the socialization of capital and talents, self-organization can be promoted to realize self-optimization continuously. Employees can start businesses on the platform of Haier, and their leaders become users. 数字化转型网（www.szhzxw.cn）
The adjusted Haier, like the starfish, has super regenerative ability and self-repair ability, if a leg is broken, it will regenerate a leg, and at the same time, the broken leg will grow a new starfish, because each leg has the digestive and reproductive systems of the starfish.
In Zhang Ruimin’s hope, he hopes that Haier can finally reach the realm of “too high, not knowing there is” said in the Tao Te Ching, that is, the best leader is the employee who does not realize his existence. “We want to transfer the original leadership power to grassroots employees and entrepreneurs.” In fact, this is not decentralization, but the return of power, employees already have these rights.”
Fourth, it is not user-centric, but lifelong user centric
Whether it is quantum management or self-organization, a fundamental purpose behind the enterprise is to focus on the needs of users.
In September 2023, at the seventh person-single model leading Forum, Zhang Ruimin took the stage to deliver a keynote speech: “How many users can meet the lifetime value of an enterprise is the true measure of its success.” To see how competitive an enterprise is in the 21st century is to see how many lifetime users it has.” 数字化转型网（www.szhzxw.cn）
Although the difference between “user” and “lifetime user” is only two words, it is precisely these two words that give Haier two value loops, one is the value loop of user experience iteration, and the other is the value loop of ecological value-added sharing. If a user buys a scene product but never interacts further with the brand, there is only value, no loop.
At the conference, Zhang Ruimin used “1” and “N” to extend the explanation, “search engines are 1 to N, we are N to 1.” The so-called 1 to N, 1 is the search engine, all people find what they need, this is N. Our new engine is N to 1. Why N to 1? Because intelligent interaction ecology should create many different experiences, different scenarios, which is N, so that it can meet the individual needs of each user.”
It is worth noting that the current much-criticized price war is also the result of the lack of “lifelong user centered”. In Zhang Ruimin’s view, the most important thing for enterprises is to create a good user experience, which reflects four words – “value cycle”. The first step in the value cycle is to create value for the user so that he is willing to pay more. Now the price war between enterprises is becoming more and more severe, because enterprises do not create value-added. After adding value, the enterprise also has to combine all the ecological aspects to create the second and third value-added. This is what foreign economists say, the competitiveness of an enterprise lies in its lifetime users.
Fifth, the enterprise does not pay, but the user pays
When an enterprise truly decides to become “lifelong user centric,” the enterprise will naturally undergo another change, from the enterprise to the user to pay, in other words, the user experience iteration pay.
Zhang Ruimin once discussed this topic with Gary Hammer, founder of the MLab management Lab, “For example, we used to have more than 1,000 people who were dedicated to evaluating everyone’s work, and now we have removed all of these more than 1,000 people.” What kind of evaluation is that? Rely on the direct evaluation of users in the market. For example, for marketing service personnel, if the user likes you more, then you can get more orders in this area; If you get a lot of bad reviews, don’t do it.”
He believes that a very important change now is that the Internet has achieved “zero distance from the user”, and the zero distance will make you decentralized and disintermediated, and the original control part will not have much effect at once. As enterprises change the management mode to user pay, the game between employees and managers that has caused many enterprises headaches in the past will gradually disappear. 数字化转型网（www.szhzxw.cn）
“When there were employers in the beginning, employers paid everyone’s wages, and because employers paid wages, employees would play games with employers. We’re going to get paid by the user, so are you going to play with the user? What is the nature of your game with users? It’s about playing against your own capabilities – if you’re not capable, you have no user value, and you end up improving your own capabilities. “There’s a big difference between playing against your employer and playing against your own abilities.”
As the American economist Olson said, growth mainly depends on institutions. And by what system? It is called “sharing interests”. Our interests are one and the same, and we are not a zero-sum game. After the creation of value, everyone has benefits, rather than the original trade-off.
Sixth, not mass manufacturing, but mass customization
In fact, careful observation of each of Zhang Ruimin’s management theories can be found that the user is the core of all, the user has changed, the demand is diversified, and the adjustment of enterprise management must keep up with the pace. 数字化转型网（www.szhzxw.cn）
For the future development trend of the market, Zhang Ruimin is also based on this origin, and believes that The Times have changed, and now it has entered the era of experience economy, mass customization has replaced large-scale manufacturing, and enterprises should produce products according to the personalized experience of users.
This is as Zhang Ruimin said: “In the experience environment, let the user interact with themselves, is the most critical.” The things that users interact with themselves are the most real and may also be the most in demand. This is customization, not diversification. Otherwise, it will only diversify. In the era of the Internet of Things, products will be replaced by scenes, no one will buy a single product, users must be a scene. There are no perfect products, only scenarios that are always iterating toward perfection.”
Iterating toward the perfect scene also means that the ecology of the enterprise is being formed step by step, making the enterprise break away from the traditional very standardized organization, from a walled garden to a “tropical rainforest”, where all plants live and die, but it is always a thriving and endless ecology. 数字化转型网（www.szhzxw.cn）
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