IBM Chairman Peng Mingsheng: The Key To Business Success

Peng Mingsheng, chairman, President and chief executive officer of IBM company (data sheet)

Editor's note:

In May 11th, Peng Mingsheng, chairman, President and chief executive officer of IBM company, came to Tsinghua University.

The following is an excerpt from Peng Mingsheng's viewpoint.

Thank you again for your invitation to Tsinghua University.

In 1962, little Tom Watson, founder of IBM, said: "any enterprise, in order to survive and

From Watson's point of view, a company's character often lies in its beliefs, which can create unique management and operation mode.

Sticking to such a core means ensuring enterprise genes.

Why do we need to set up values? This is because we want to know the difference between companies and how they can enforce their creed.

Only by adhering to the values, can we go to the future, realize the optimization of value and profit, and make enterprises have distinct cultural genes.

For many enterprises, corporate culture is equivalent to the personal idea of the founders of an enterprise.

It is based on this point that those star leaders will be adored by people.

Similarly, in the commercial world, this kind of personality advantage is also invincible, including the media is also constantly rendering this personality charm.

But the question is, if one day, the founder of the enterprise is gone, how will the company continue to exist? It is not easy to continue this culture.

At present, many business leaders all over the world are aware of this problem and are working hard to find solutions.

Under the induction of a series of intelligent systems, these intellectual achievements are promoted more rapidly and effectively within the enterprise, enabling the corporate culture to continue.

If we want to build an enterprise into a century old shop, it is essential to have a forward-looking management system.

But it is easier said than done. We want to make these vision come true through action. We have to train management echelons. Of course, it takes more time, cost and effort.

But based on the sustainable development of the company, this necessary cultivation is the only way for the company to go to the next peak of development.

Another point is that when formulating management strategies for enterprises, we should not just consider progress or risk minimization.

Remember, we must make ourselves have long-term vision to ensure that enterprises can advance steadily in the fierce market competition.

Maybe some people think this is like a bet, but as long as the time is right, such a bet often has the effect of Jedi counterattack.

Besides, we should not regard ourselves as the navigator of our enterprises, but rather regard ourselves as a temporary housekeeper.

We should have broad vision and professional knowledge, and do whatever we can to do our best.

We should adapt ourselves to living and working in a diversified culture, and we can see more favorable factors for enterprises.

Every CEO will pay attention to productivity, and also attach importance to talents, but if there is no innovation capability, enterprises will not be able to continue.