Without Leadership, There Is No Executive Power.

When I visited Liu Chuanzhi, I asked him about the secret of Lenovo's success in winning the Fortune 500.

Mr. Liu replied with his usual slow response. "In fact, it is nothing. It is summed up in four words."

I continued to ask, "who do you want to say?" I want to ask, is these four words a requirement for cadres or a principle for all staff members to adhere to?

It must be Mr. Liu who thinks my question is too stupid to answer directly.

Now we know that "speaking for doing" is an important element of Lenovo culture, and cadres at all levels are shaping the Lenovo culture.

If the higher authorities begin to "speak for themselves" and act up and down, they will finally be able to build a system of implementation that is obvious to all.

Therefore, Lenovo is from top to bottom, through leadership to create executive power.

Similarly, Vanke, who is forging ahead with a scale of 100 billion, is facing similar problems in the process of strategic pformation. Great minds think alike.

Vanke President Yu Liang once said: "I object to everyone reading the executive power of the book," there is no reason why "such a book, we must not read, this is a little fooling subordinates taste, the higher authorities shirk the responsibility to let everyone read the executive power of the book.

We advocate the "executive power of thinking".

A well-known pharmaceutical company does not think so.

In the seminar on strategic pformation, CEO, a military company, told me loudly that "our employees are very poor in quality and even can't keep up with them. How can I expect them to understand my strategic pformation ideas and put forward suggestions for improvement?" in this CEO's opinion, strategy is his job, and execution is employee affairs, and employees only need to carry out his orders, without having to understand why.

So the two books he asked the staff to read were "sending letters to Garcia" and "voluntarily", hoping that the executive power could be built up.

As a result, the stronger the stronger, the weaker the weaker, the more serious from the top to the grassroots.

One employee said, "CEO and we can't keep up with the distance from the moon to the sun."

So in the company's seminar, I would like to propose: in order to successfully promote strategic pformation, enterprises should enhance leadership at the same time.

The CEO glared at me. His eyes clearly said, "do you doubt my ability to be a leader?" of course I understood his thoughts, so he hastened to say, "I always pay tribute to the founder of your business like this. I am suggesting that your personal heroism be pformed into the leadership of the whole team."

I turned to the IBM colleague here and continued to say to him, "in IBM, not only senior leaders, but from business managers to project managers and team leaders, we need to continuously improve leadership.

IBM can manage hundreds of millions of dollars of business, mainly relying on such leadership system.

Today, your company has crossed the threshold of $1 billion. Although simplicity and pragmatism are still the principles of managing your business, if you can't quickly build the leadership that is suitable for billions of enterprises, you may miss the opportunity in the Chinese market.

I didn't know that CEO was persuaded by me, or unwilling to get entangled with me in this regard. Anyway, he stopped talking with me about how to strengthen staff.

That's the problem.

Dei Nobuyuki, the former president of SONY and the founder of SONY founder, was a primary school student. So when he graduated from University, he entered the prestigious SONY.

Starting from SONY's business in France, Dei Nobuyuki became the sixth president of SONY 35 years later.

In his own words, he is the first operator who does not belong to the entrepreneur group, which is promoted as a professional manager.

In the early days of his post, Dei Nobuyuki made an accurate judgement of the development trend of the electronics industry. The most famous assertion is that the Internet is a meteorite falling in the business world, and many dinosaur enterprises will disappear.

He put forward the "integration strategy", emphasizing the simultaneous development of electronic products and entertainment content. Even in 1993, SONY launched the "memory stick Walkman" which can download music from the Apple Corp.

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Why did Dei Nobuyuki fail to push forward the strategic pformation of SONY, and in 2005 he was disappointed?

Shortly after taking office, Dei Nobuyuki called on the author of "who can say elephants can't dance" and IBM's predecessor, CEO Gerstner.

In the face of Dei Nobuyuki's question, Gerstner said, "you are a native president, so it's hard to do."

I am from the outside. I can not put IBM in my eyes.

So, as long as I make up my mind to do something, I will be able to do it.

Unfortunately, by Gerstner, Dei Nobuyuki loved SONY so much that he faced it.

The question is always "courtesy three first". In the end, Gerstner did not "step on the feet" of SONY's untimely things. Unfortunately, he had never established a leading team to adapt to SONY's new strategy.

In IBM, Gerstner was not just stepping IBM on his feet. He spent ten years updating IBM's leadership system.

The core idea of IBM's Business Leadership Model is very clear. It consists of three modules: strategy, execution and leadership; the leadership module runs through the whole process of strategy and execution.

IBM's leadership model includes ten aspects, such as Thinking horizontally, Developing IBM people and, collaborative influence (Collaborative influence) and so on.

As for how to develop leadership, IBM never wants to develop leadership in the classroom.

IBM emphasizes practice and experience, and rotation and on-the-job counselling are crucial.

The most important possibility is that IBM recognizes that the development of subordinate leadership is the responsibility of every leader. Therefore, a set of leadership development systems such as leadership development leadership (Leaders Develop Leaders) is put forward, as well as the well-known "bench bench plan" and "golden handcuffs" mechanism.

For those Chinese enterprises whose business scale has reached 10 billion, or for enterprises that are in need of strategic pformation, leadership construction is no longer a matter of "slow talking", because without leadership, there is no executive power.