Liu Chuanzhi: Set An Example To Ensure The Inheritance Of Enterprise Culture

Liu Chuanzhi, chairman of Lenovo Group

Below is

Lenovo has been developing for 26 years now.

The latest situation is

At that time, there were two parts in defining corporate culture: first, core values.

What should everybody do in the whole enterprise from top to bottom? What is good? What is bad and not allowed to do? This should be clear.

There are many systems that are not necessarily written in the rules, but I hope everyone will do it. This is the so-called core values.

Another point is methodology.

An enterprise should have its own methodology. How do we do things? How can we form our own management rules?

I divide the management rules of Lenovo into two levels.

First, the Yellow roof.

The level of the roof is that every enterprise must carry out a deep study on the operation level and its management. This is that we think that the small business culture should be established from an early age, but the small enterprises must understand what their industry is like when they are in management, and understand it very well, just as the association is very small. We are competing with foreign enterprises, how to reach 2.7 from 2.4, and analyze the small links of every industry.

But the roof map is different from every enterprise to every enterprise.

Different industries, of course, have different ways of management.

And the second level of management, we think is the basic level of management, almost all enterprises should be almost the same.

The argument can be different, but it is almost the same thing to do well.

The first is the institutional mechanism.

What kind of mechanism do you use to make your management feel the owner? Can you fully investigate their enthusiasm? This is a mechanism problem.

In management, we think there are three things in basic management: the first is to build a team.

How to establish a real good work and cooperate well with a team of combat effectiveness. Here is the specific content.

Second, formulate strategies.

How can the team make a good strategy and how to make it? There are also detailed contents.

Third, bring the team.

How to make your team fight well? Just like the war of liberation, Lin Biao was surrounded by Changchun. If those soldiers were not able to survive, they could not be defeated by reinforcements. Therefore, it is very important for soldiers to fight, how to bring good teams, make your employees love the enterprises, and work and so on. These are the contents of the team.

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Let's talk about how the core values of Lenovo's corporate culture work.

The core values in Lenovo are defined as the interests of enterprises first, and then realistic and people-oriented.

The core values of every enterprise can be completely different. Each of us has its own core values.

We put the enterprise in the first place, CEO they do not put the interests of enterprises first, the business situation will be a problem.

I mainly want to emphasize how the formation of enterprise culture is formed and how to inherit it. There are three parts in the formation and inheritance.

We all have the same idea. Do we think this is what we want to do? I just mentioned the first profit of enterprises, realistic, enterprising and people-oriented.

Second, publicity and implementation.

Lenovo's practice is that we want to enter the mold. New people should have a model class to introduce Lenovo rules and regulations, Lenovo history, Lenovo management and Lenovo culture as well as employee communication. I agree that the management of corporate culture and core values is changed. This model means that when people come in, they have to enter this mold.

If the newcomers have more innovative ideas, the mold can be changed, but no matter what advanced ideas you bring, you have to follow the inherent mold before you can change it, otherwise the company will not be able to do so.

The third most important thing is, how can culture be formed and carried out? It is important to unify thought propaganda and implementation, and the third is the most important.

This is a slogan I saw on the wall of American company. It is a bit absolute, but in my own experience, I think it is really the most important thing. This sentence is "an example, not an important way to persuade others, but the only way."

The only way to say this is a bit more important, but to set an example is really the fundamental foundation for this enterprise to establish this enterprise culture.

Some branches form their own small accounts to pull out small companies, but in the process of adjustment, they must really lead by example.

When Lenovo has done a good job, how can a big client recommend their children or people to enter the company? We formulated a principle at that time. We are all calculating families, so our children are all learning computers. The chronology computer is quite fashionable. Later, we made a rule that children were not allowed to enter the company. All two of my children studied computers and finished their studies at famous American universities in China, but they were not allowed to come in. If they came in, there must be some problems in management.

If the children of important people are recommended by us, we should adopt such a policy, which is signed by three vice presidents at the same time, which shows that the child is not related to any of us. In addition, we should follow the instructions from parents. After promotion, we all rely on personal efforts. Identity is kept secret in the company and equal in company management.

So I think setting an example, and then actively publicizing, this corporate atmosphere will be different.

Besides, a realistic example is also a big problem. In my age, there were many political movements, so people could either empty talk or talk nonsense.

Therefore, it is very important for me to say the truth.

In particular, enterprises can not deceive themselves.

Speaking of being late, being late is a contract in itself. When setting a meeting, several meetings must be held, and it will not be enough for a minute or two. If you are late, you will have to stand for a fight.

At the very beginning, when we came to the company, we all felt important. We couldn't do it at 9:30 at 9:30.

The first meeting was that my old director was late. I let him stand for 1 minutes. He didn't understand it at that time. I said Lao Wu's system was publicizing. You heard it too. I'm sorry tonight. I'll stop at your house for a minute, but you have to stand for one minute today.

Since then, the system has been adhered to.

I was also late for being punished for standing three times, once I couldn't get through the elevator phone, and I met our director before the meeting. I was embarrassed to say that I was going to have a meeting. After that, I was late for coming back. After such a thing was done, everyone knew that the system was a system.

From this perspective, leading by example is indeed the most important factor in inheriting the corporate culture.

Finally, the core values of this corporate culture.

Each enterprise can formulate its own core values and set up its own corporate culture. This is a bit like climbing the summit of Mount Qomolangma. It can also climb from the south slope, from the north slope to the summit, but not half of the troops from the north side of the south slope, or from the top of the northern slope, where it is incompetent to be a company. It will never be well managed. The company has strong executive power or on the south slope of the north slope. An enterprise must have its own core values and must have its own corporate culture.

We must seriously consider what is good, and then push forward firmly. At this point, corporate culture can move forward.

I'm finished. Thank you!