Li Kaifu: How To Build A Valuable Enterprise

One of my biggest gains in the past year is that when I see these 12 investment projects, I feel very relieved that we have more than 200 workers who are very happy to work. Because I can see that whether the projects they are making now will succeed, the more than 200 people will indeed be China in the future.

Because our investment mode is a new model, so I think it is not appropriate to make a long-term prediction. So last year I only made a prediction for a year. At that time, I predicted that maybe less than ten projects, maybe more than 100 people, actually we are bigger than the scale of the time. Of course, the products have been produced so far, and they seem to have great potential. But we can not say that we can succeed. We can only do one year's expectation for a year.

The main consideration is that if we make our own projects, I have to be multi tasked, unable to make 12 projects, maybe only 3 to 4, and up to 5 projects. Therefore, in order to do more and make our investment return better, I think this is the main reason.

Secondly, if a person does his job, he should clearly distinguish his position. If I wear the hat of an entrepreneur and the investor's hat, there are second reasons for the conflict of interest.

Now, we know that most of the business is in fact the best way to start a business with the idea of the entrepreneur himself. This is his idea and his direction. He looks for his team by himself. He has the enthusiasm to do the job well. If I take the team to do one thing and then find a CEO for the team, it will be very difficult. CEO and the team and ideas and directions are very difficult to reach one hundred percent consistency. So it's better to peel me out of the company and let the leading people find his team to use his ideas. Then I will help him to succeed as a coach, helper, cheerleader, service provider and fund provider. The third reason is that

　　在創新工場大家在一塊確實是有很多優勢，也可能會帶來一些問題，優勢在哪里?這些團隊他們其實都有很多機會可以彼此探索，就是說也許我有一個點子，但是我不知道行不行，我知道隔壁的團隊有個專家我去問他，甚至說有時候他們的代碼，彼此我寫完了送給你，或者說是我的產品你能不能幫我推廣一下，或者說這些的幫助我發現是很自然形成的，并不是因為在創新工場必須要像做大產品，絕對不是這樣的，每一個團隊是獨立的，但是他們彼此的幫助相當大的，而且感覺不是那么孤單，有一個團隊也是在外面像你這樣做了一段時間，后來進來了以后他覺得過去真的是非常孤單，現在有了不同的伙伴，雖然做不同的公司，但可以彼此鼓勵彼此幫助。

The second innovative workshops are all in one piece, and more importantly, we hope that the team of our platform can, for example, have technical problems, ask questions of learning, ask questions about user experience, ask questions about Zhuo Hao, recruitment, operation, public relations and so on. We all have experts. This can provide a lot of help. Of course, a lot of complicated things can also be saved. For example, arranging office cleanliness, for example, paying rent, for example, to handle some business cards, for example, arranging lunch every day, these things can actually be taken care of so that entrepreneurs can focus on entrepreneurship. Maybe you will work fewer hours, but you may work fewer hours, but it will help you to reduce more than a dozen hours of complicated business that is not necessarily the most relevant thing to do with your product.

　　如果說是有一些挑戰，我覺得工作小時其實我會建議你，不要讓每一個人工作一星期七天，每天做16個小時，這樣下來的話身體會吃不消的，我們這我覺得工作小時是長的，但不會長到對身體有傷害，另外的話我們也非常重視Work hart，Play hart就是工作之余，比如說星期天或者晚上大家輕松一下，我覺得這樣對一個人的健康是有幫助，最后你談到會不會彼此挖角的事情發生，我們看到有大概有 4、5個換團隊，我們有明文規矩不可以挖角，如果有一個人想離開，他應該做的是先和自己的老板說，先不要去找對方，先跟老板溝通清楚以后再尋找他的下一步，從某一些角度來說，有沒有可能流失?是有可能流失的，但從另外一個角度來說，大家在創新工場工作，如果有一個人在你的項目里他做的不滿意，也許讓他走是更好的事情，如果實在要走，還不如走到周圍的姐妹項

It's better than going to other companies.

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We want to be a Chinese Military Academy in Whampoa.

I think this cushion and innovation, you two words used very well, I think every product on the Internet, it should be launched very early, and soon get real-time feedback from users, and then quickly revised, we think the Internet is a magical thing, it is the only one you can use a very early prototype products, use them, get their feedback after quickly fix it, do you want to build a car like this? Can you drive three wheels to see if you like it, do not like to open, do not like to add fourth wheels? This is impossible.

The free products on the Internet are the only ones that can do so. Every great product on the Internet, whether innovative, profitable, and universal, is made by this way. Whether Taobao, QQ, Google, YAHOO are all a prototype, providing a useful and imperfect function, not necessarily changing the world's innovation. Users can see users' behaviors and their satisfaction in real time through the use of the Internet.

　　其實在互聯網界我們認為，創新就是給用戶制造價值，而創新的方法就是先推出一個不錯的產品，然后逐漸的讓他走向讓人耳目一新能夠賺錢的狀態，那么它是不是能夠改變世界?是不是能夠有一個突破性的創新?這個是可遇不可求的，我相信我們投的100個項目里，確實有可能有非常少的幾個是可以改變世界突破的創新，像任何一個其他的投資者一樣，我覺得沒有一個投資者，你可以說你投的五個項目五個都可以改變世界，這就不是投資了，投資是有風險的，有一些是成功的，有一些是一般的，還有一些是失敗的，所以大家一定要用平和的用統計的理念，來觀看我們任何的公司投放的項目，如果有過高的期望，這樣的期望其實是不合理的，達不到的。

　　我覺得我其實非常幸運，因為在創新工場我們的愿景，我覺得非常明確的就是做中國創業的黃埔軍校，我們希望今天這200位，還有明年進來的 200位或300位，和每一年進來的數百位，未來都因為在創新工場呆過了，了解了創業是怎么回事，并且體驗了我們的文化，知道創業不僅僅為了錢，而是為了能夠為幫助這個社會，能夠提高自己的價值，能夠知道做一個公司不只是為了賺錢上市，而且也是打造一個基業常青，甚至有可能走向一個品牌做這樣的工作，如果每年數百位的創業者也好、工程師也好，把我們的理想和理念傳播出去，我相信里面一定有一部分可以做到改變中國改變世界提供巨大的價值，甚至打造一個品牌可以走向全世界，如果能達到這樣的一個目標，我想我和在座的每一位都能滿意。

But after all, this is not to say that we are a school. Our operation is very clear. We must earn money from investors. Otherwise, we can not continue to operate. It is good for us to help investors to make money. This commercial purpose will not affect or even help us. We will help entrepreneurs know how to build a valuable enterprise, but in the process of building, how to do this thing, enterprise culture, how to do things, business ethics and create value, we will go through our behavior of setting an example, so that they can see that they can learn, so we can achieve the goal of earning commercial value, and we can train hundreds of entrepreneurs and engineers every year.

I think every business, every product of every company must put the needs of users in the first place, and we ask every entrepreneur, where is the pain of users? Your work, your products, your ideas, if you do, how to reduce this pain or increase their value, when you answer this question, all of them will come, including the viscosity just mentioned.

Our Innovation workshop is an equal culture, which can share a small story. It can share a small story. It can be used in a small room in the factory. When the room is open, it may be used by him, but more often, it is being held by the young engineers in the room. When people are meeting, it will be very polite to knock on the door and come in and say that I can come in and pick up a thing. We feel that we are the masters here. We like it very much here. We are very equal. We have no idea that our boss is going to recover. We will consult him about some technical problems and business management problems, but in everyday life, we are like a family.

I feel sure that I am working in those great companies, and I must study there, such as Apple's focus on user experience, Microsoft's strategic thinking, and iterative product launch and progress on Google Internet. These are all the cultures or ways I learned.

But I feel that I want to create an environment for entrepreneurship in the Innovation workshop, and I am not afraid of hardship, but also help each other, and it is a very equal environment. Because when I start my business, if anyone is trying to create a bureaucratic system and feel that the boss is afraid to talk to him, we can not have any chance to tolerate such a style, because he will slow down our speed, and we must have a consistent idea when we want to start business.

I mentioned just now that speed is a very important part of our culture. I think this culture is very simple. Everyone can hang a slogan or something, but it doesn't work. As a person in charge of a company, if you want to create a culture such as equality and speed, you should set an example. Why do I want Email to return so fast that I value every detail and every detail. I don't want to lose time easily.

Equality, I want all of you to be equal. First of all, if I have a big office, my secretary helps me block, who wants to see what I want to arrange, so I do not set an example, so the staff and workers will not believe in the boss of an enterprise. If he says what kind of corporate culture he wants to build, but he has not done it, so I think if we want to create innovative factories, or your own company, what kind of corporate culture should we build, we must first understand what the core is, and how you can lead by example, so that there is hope for culture.