Liu Chuanzhi'S "Win-Win" Wisdom

Enterprise

Management also needs a concept of life based on the understanding of individuals and their motivation, fear, hope, joy and evil and human nature.

These soft factors, such as corporate culture, are the sparkling pearl shells on this shoal.

Stepping out of the "zero sum game": integrating personal pursuit into the long-term development of enterprises

Lenovo Group's October 2002 issue of Lenovo has such a saying: "to integrate personal pursuit into the long-term development of enterprises is not only the requirement of Lenovo to its employees, but also the requirements of Lenovo managers.

Because we have the responsibility of society, shareholders, customers and employees, only when we take these responsibilities and the interests of employees well, can we let employees integrate their pursuit into the development of enterprises.

Liu Chuanzhi likes to define the nature of Lenovo as a state run private enterprise. On the one hand, he likes to talk about contribution, responsibility and mission, and on the other hand, he emphasizes the return of space, stage and material.

Corporate culture fills gaps in regulations

"Culture is very important in bringing a team.

An enterprise has three things to do with its team: first, let their soldiers love to fight, second fight, third fight orderly, and culture runs through these three.

Just like playing volleyball, every time the ball drops down, there will be people in the corresponding position to pick up, but the ball may fall into the blank area at any time. At that time, two people will rush to fight at the same time. When there is no regulation, the culture is guiding people to do things.

Culture plays a vital role in the absence of regulations.

It is up to our culture to complete the foundation of a century old shop from generation to generation.

At the same time, culture is also the basis for forming the core competitiveness of Lenovo. "

Liu Chuanzhi once used the analogy of playing volleyball to illustrate many problems. This time, more emphasis is placed on the vitality of culture.

Corresponding to this formulation is Lenovo's three principles of doing things: if there is a stipulation, resolutely act according to the regulations; if there are unreasonable provisions, we should first act in accordance with the regulations and put forward amendments in time; if there is no provision, we should do so in accordance with the value criteria of Lenovo culture and make corresponding regulations.

Obviously, the weapon of culture is the lubricant for Liu Chuanzhi to prevent mutual buck passing in the process of taking the team.

Corporate culture as a buffer zone for institutions

Corporate culture is actually a part of rules and regulations that can not be included. It can be compared to a silent order, melted in the goal of staff development, and integrated into the goal of enterprise development.

That is to say, the enterprise is a mold. When you come, you must melt into the mold of our enterprise. Foreign advanced things can make our mold change, but you can't get into our corporate culture.

What exactly is the mold? Liu Chuanzhi gave a different explanation to this image metaphor. In a speech, he said that the mold was a series of norms and systems. This time, he gave an explanation close to the category of corporate culture. However, this did not affect Lenovo's understanding of molds: that is the rules, principles and principles of doing things that should be followed.

Liu Chuanzhi attached great importance to the "model", and set up a special management school. There are also cultural training departments in various subsidiaries or full-time personnel in the Ministry of human resources.

The training sites for "mold placement" are usually arranged in the beautiful countryside. However, the company does not invite everyone to play, but is like all-weather training like military training: starting from singing the song of association every day, generally speaking, the curriculum starts from the most basic quality training, such as team spirit and self confidence, and then is the highlight -- entering the legend part, including Lenovo's history, development road, mission and vision, successful experience and so on.

In the course of training, we will visit Lenovo's factories and stores, and understand the existing management mode and salary system of the company.

Corporate culture is the link of control.

Liu Chuanzhi advocated control, but Liu Chuanzhi's control carefully avoided such words as dictatorship. He stressed repeatedly on various occasions that the management of "Lenovo big family" depends on a team rather than the charm of individuals, and decisions on many important matters must be decided by large families.

Even if Liu Chuanzhi wants to approve something, he must submit it to the president's office.

It is obvious that using culture as a link and adopting collective leadership is the magic weapon for Liu Chuanzhi to be a family leader for a long time.