How Do Enterprises Cope With Ultra Complex Environment?

Dialogue guests:

Fred Mond Malik: World Class Management Master, founder of St. William's School of management

Xu hang: Chairman of MINDRAY group

Wang Jian: DuPont China CEO

Tong Jingguo: general manager of Huajing consulting

Host:

Gao Wai: Secretary General

We all sigh that the world is changing so fast that some people say that the world has leveled off. Others say that the world has changed. Fred, managing director, said that the world is becoming more and more complex. It is a "super complex" environment. It is hard to understand by traditional thinking, methods and tools. New management methods must be found, that is, to take complexity as a threat and also as an opportunity. "Malik" What does this complexity mean for Chinese enterprises? Challenge What about it?

Multidimensional competition

Xuhang: China has experienced a period of rapid growth, and the competition among enterprises is multi-dimensional. MINDRAY started business from several people, and now more than 6000 employees at home and abroad, especially after internationalization, have different languages, different ideas, more and more customers, and more and more sophisticated technology. How to deal with it?

I think it is very important to have a good strategy and implementation and a well-trained team. In order to achieve long-term sustainable development, we must have a global competitive strategy. Therefore, MINDRAY's overseas listing is also in line with this strategy. Listing on the New York stock exchange has given our customers great confidence, which shows that we have a commitment to long-term business. Over the years, we have been moving towards this goal.

Wang Jian: DuPont has 208 years of history, and has entered second hundred and third hundred years. We are in transition. For example, we have a pharmaceutical industry before, and the profit is very high. Today, we have proved our foresight with facts. In the process of enterprise development, we should know what our core competitiveness is and how to adjust it.

Tong Jingguo: DuPont has proved his own development in 208 years, which only proves the success of the past. In fact, enterprises are based on the development of customer satisfaction or stakeholder development. This is a controversial topic in the world. However, an enterprise can never waver by sharing the same fate with this enterprise.

Transcend sustainable development

Malik: for innovation, I choose to give up the word, that is to say, give up what has been successful in the past. In the past, if you have achieved anything, you can not always maintain the future, otherwise it will limit future development.

To ensure that tomorrow, the day after tomorrow and the future will make a lot of money, we must innovate and take care of the value of customers. I propose to use the word "beyond sustainable development". Sustainability is something we continue to have, and we need to create new ones. Of course, we have to take good care of the environment. This may be the biggest challenge in the future.

Xuhang: all of our projects will take some time to make money. In a word, we can not accept projects that will never make money. In judging projects, both technology and mode innovation must be market-oriented and take account of customer needs.

Tong Jingguo: now there is a very good term called BCM (Sustainable Management), everyone wants to sustainable development, but why can't we simply sustainable? Because some impetuous mentality, the expectations of the government, media, employees, founders are too high, leading enterprises to be very difficult to sustain; secondly, now want to be sustainable, there are multidimensional competition before, and commodity market competition will depend on brand and R & D, but we often fail at the equity level or governance level, and even fail to predict the environmental forecast. The competition between these three latitudes is very demanding for our entrepreneurs. They may not be able to control them in the past.

Wang Jian: we often talk about corporate social responsibility, and many companies have invested a lot of money, which is worth our advocacy. However, the biggest social responsibility of enterprises is to manage their businesses well. If an enterprise fails to operate well and simply does one other project, it will put the cart before the horse. Just now, during the economic crisis, the shareholders of many enterprises have changed, including some venture capitalists. These shareholders are not concerned about the development of the enterprise. In fact, I do not fully agree with this view. Now many employees are holding shares. Do employees care about the development of this enterprise? I think from this point of view, when it comes to the American model, I don't think a pattern can be used to generalize the development of all enterprises, especially for Chinese enterprises. No matter which mode, shareholders' interests and enterprise operation, including with customers, are not contradictory, and they can win and coexist.