The Inheritance Of Enterprises From Jobs'S Departure

The hot debate on Apple's successor in the industry has made people understand that the evergreen industry is not a human effort, but rather an individual effort.

In China, the first generation of entrepreneurs and entrepreneurs were born in the 40s and 50s of last century and are now close to retirement age. The issue of successors is being put on the agenda.

Jobs phenomenon

"People do not know what to do in the time and space of boredom and impetuosity. He calmly creates the" gadgets "that make people instantly and instantly want to have their own personality.

Jobs promoted the world.

Wang Yukun, director of the entrepreneur research center of the private research institute of Peking University, does not hide his admiration for Jobs.

In January 17, 2011, Steve Jobs sent out to 50 thousand Apple employees.

The news once caused heavy losses to Apple Corp: Apple's share price fell sharply on the night of the mail announcement.

Beijing time March 3rd, Jobs attended the product launch conference held in San Francisco. This is the first time that Jobs has been in public since January.

It is reported that Jobs boarded the conference platform, Apple Corp shares immediately rose 4.63 U.S. dollars, reaching 353.94 U.S. dollars, then dropped to 352.77 U.S. dollars.

People like to speculate that if the Apple Corp loses Jobs, can it continue to dominate the rivers and lakes?

"It is very difficult to give a judgement on this question, because even if Jobs is holding apple forever, there is still no answer to this question, and there are too many factors that will affect the prospects of a company," said CEO, executive director of management scientist and chief executive of cloud management five.

There are two "myths" about Jobs: one is to create Apple Corp, to open the era of personal computers; the other is to return to apple and save apple.

But we need to analyze this process carefully.

When he left apple in 1985, the company actually had a major problem, which was mainly caused by him.

After IBM entered the field of personal computers in 1981, Apple's market share declined because of its erroneous strategy and self imposed attitude.

At that time, he committed "three sins": he refused other companies to copy Apple computers; product development lacked an internal connection; the pricing mechanism was divorced from the market.

Apple revived in the late 90s of the last century, and Jobs, who returned to apple, did not insist on the three.

Apple also made the product.

When he left

Can Apple's creativity continue?

No doubt, Jobs's appearance is a happy thing.

It is believed that the world will be extremely interesting with him.

"I have paid a lot for this product, and I don't want to miss this press conference.

In 2011, everyone will own a tablet computer.

Apple's DNA is innovation.

In the middle of the stage, Jobs is like a "solitary walking thinker", slowly "sermon".

If Jobs is in good health, he will return.

No matter whether Jobs kisses Apple or not, it always has 5 to 10 years of glory.

The key to Apple's success is not consumer electronics, such as iPod, iPad, iPhone, but also its online sales model.

The emergence of a new successful business model is far more important than product success.

In fact, what people really worry about is whether the innovation capability represented by Apple Corp over the years will be a vacuum due to the collapse of Jobs.

Although Apple Corp has a history of only 30 years, apple is already an old company and a huge multinational company for a IT company that has emerged in the digital age.

A single soul can not support an apple. Even if a new person takes over, the key is actually public relations work, that is, external work rather than internal work.

Pressure of successors

In China, the topic of successors has come to the time of "big book", but most Chinese enterprises are in the first generation and the second generation handover.

In a class of president's class, when asked the three most concerned questions, an entrepreneur's expression repeated three words - successor.

The entrepreneur is 60 years old, but he is still making a judgement and decision day after day.

The son returned from study abroad, but his ability is still lacking. The professional manager team has no one to pick up.

He was calm, courageous and accurate in decision-making, but he was somewhat at a loss as to the succession of enterprises.

"In fact, whether they are passed to family members or passed to them,

The real successors should be entrepreneurs, entrepreneurs, not professional managers.

However, there are obviously no entrepreneurs or entrepreneurs in many enterprises.

For the training and selection of successors, the case of western enterprises can be described as rich: IBM has a long bench plan, through continuous tracking of the potential talents of key positions and training of these talents; Buffett chose a "nameless" as successor in an obscure corner; Bill Gates started looking for successors long before he faded out of Microsoft, and there was always a team in action.

The success of entrepreneurs can be followed regularly, but it can not be duplicated.

In fact, there are many successful successors, and there are numerous cases of failed successors.

Enterprise successors can be cultivated internally or externally, but they need a sense of mission and innovation.

You can not engage in the company's previous main business, but you need to know where the mission is.

Western enterprises have developed a mature system and professionalism, but Chinese enterprises are far worse in this respect.

It is far from enough for state-owned enterprises to rely on selection and private enterprises to choose successors.

In fact, neither Li Jiacheng nor Liu Chuanzhi's successor plan was successful.

The choice of successors is the "change of business". When an enterprise is faced with changing dynasties, people are concerned about the ability and courage of the successors.

The pressure of a generation of entrepreneurs stems from the outside world, and he wants to kill a blood route. The pressure of the two generation of successors comes from within the enterprise, because it depends on whether he has persuasive leadership, whether he has the courage to take the wrong decisions in history and whether he has the ability to innovate.

The companies that take over are in the ascendant. Can they make their business evergreen and open?

Mu Yunwu believes that finding successors both at home and abroad is a headache.

Private enterprises and family companies usually choose successors within their relatives. They have family strengths (trust) and family weaknesses (Fan Weizhai).

On this point, listed companies should be better.

The general problem of Chinese enterprises is how to improve the management system of enterprises in the industrial society.

People are important, leaders are more important, but the most important thing is the system, which is the basic idea and basic consensus.

"The DuPont Co board can hardly find anyone named DuPont, but it does not mean that the DuPont family has declined."

The "new style" inheritance of enterprises

In a northeast city activity, the son of the founder of a company spoke in the capacity of vice chairman.

He read the article with milk and milk, and people could not help wondering what kind of relationship the vice chairman had with the listed company.

He is the future successor of this enterprise. He has been to a first-rate university, attended many important occasions on behalf of his father, and began to take part in enterprise decision making. He was born in 80s.

The other successor of the Zhejiang enterprise contacted by the author is also 80 years later.

"Calm, calm and unaffected, just 30 years old, the company's output value is more than 1 billion. When it comes to the street, it looks like an ordinary little girl."

A person familiar with her told reporters.

Like other peers, she also blogs her photos on the road. The difference is that she visits more. She likes to start her own business. On the basis of her father's existing industry, she intends to work together with other peers.

"The most useful thing she gets from her parents is low key and steadfast work."

These people told reporters.

Wang Yukun has a thousand character essay written by Hou Zhengguang, "my father is my angel investor".

Hou Zhengguang, son of ZTE founder Hou Weigui.

In the article, Hou Zhengguang wrote, "my father and mother are all working in the communication system. My brother's major is communication engineering."

Therefore, I am naturally resistant to the communications industry.

So, from school to work, my experience has nothing to do with the communications industry.

My father once told me that ten thousand ideas are not as good as one.

On many occasions, Wang Yukun used this case as a model of entrepreneurship.

In addition, he often mentioned the story of the founder of Changzhou's top color cotton.

Xu Shidong, the son of Tong Bao, had not returned to his father's business since his return to England, and has already started to venture abroad by his father.

"Sometimes his father can not cover him in the field of good practice. His father and son's two businesses often have business contacts.

Such a successor has his own personality and ambition in the future.

The concept of successor or inheritance is not only a matter of substance, but a pmission of spirit.

Wang Yukun told reporters.

The case of Fuyao Glass may be a model of double inheritance of material spirit.

In 2008, Cao Dewang, founder of Fuyao Glass, began to hand over the company to his son Cao Hui. In 2010, their father and son donated 200 million yuan to the poor families in the five provinces and autonomous regions of the south through the China Poverty Alleviation foundation in their personal name.

This may make Cao Hui realize that he is not only "an enterprise".