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誌存高遠 靜水深流

2018-01-19 16:46      點擊:

2018年,美的即將邁入50周年。美的人站在下一個50年的開端,思索未來。1月18日,一年一度的美的集團年度經營管理年會在廣州召開,主會場逾1400位來自世界各地的美的員工參與了大會。美的集團董事長方洪波在會上發表了講話,以下是講話摘要:


感謝是從未改變的開篇

感謝美的人。首先我代表集團執委會歡迎來自中國幾十個省市以及全世界各大洲的美的同事參加一年一度的經營管理大會。豆奶视频不遠千山萬水相聚在這裏,因為有著共同的目標。前麵還有很多的機會等待著豆奶视频一起去努力,抓住機會作更好的發展。2017年,豆奶视频幾個關鍵指標表現較好,是所有美的員工一起努力的結果。在此,我代表集團執委會感謝13萬在全世界不同地區奮戰的美的員工在過去一年所付出的努力。

美的站在一個曆史的新高度,豆奶视频誌存高遠,要有更大的視野與抱負,走得更遠,飛得更高,這是豆奶视频這一代人的使命,豆奶视频不甘願平凡。而同時更不能形式主義、做流於表麵的理論和運動。美的要做到靜水深流,像亞馬遜河一樣,表麵平靜,深處實際上波濤洶湧,才能流向大海深處。

豆奶视频既要仰望星空也要腳踏實地,用中國的俗話來說就是既要抬頭看路又要埋頭拉車。這是美的今天必須持有的心態。今天的成績值得豆奶视频珍惜,但豆奶视频更應該清楚所麵臨的挑戰。

美的危機已在堆積?

2017年,一批曾經輝煌的明星企業跌下神壇;2000年以來,財富五百強中一半的企業已經從榜單消失。大企業為何會如此脆弱?同樣一個國家,同樣一個行業,不同的企業為什麽有著不同的遭遇?表麵原因很多,主營業務停滯、盲目擴張多元化、經濟或行業周期不利、管理失控等等。但我認為根本原因,還是對企業基本規律和商業本質缺乏尊重,背離初衷。企業永遠都是在不確定中生存發展的,時代的變化和經營環境的不確定總是永遠超出豆奶视频的想象。

美的50年,取得了一定的成績,但另外一方麵,危機已經在堆積。

? 消費升級成為行業發展的主要驅動力,產品力提升存在巨大空間;

? 全球經營能力、品牌力、盈利能力等提升有待加快;

? 企業整合進程和新產業協同構想落地需加速;

? 國內市場深度轉型迫在眉睫;

? 組織出現結構性懈怠的情緒和現象;

? 短期行為和長期主義的平衡中,短期行為明顯占了上風;

? 多產品協同性不足,全價值鏈優勢體現不足;

? 價值鏈的專業能力存在短板;

? 組織活力退化和敏捷性缺失,執行力和行動力依然不夠。

危機已經在堆積,但真正的強者不懼怕自己的問題。

勇敢麵對危機,啟動新一輪轉型

危機在堆積,豆奶视频能做什麽?豆奶视频唯一能確保的就是變革。要練就否定自我和創新的速度,就是要敢試敢想敢幹!

美的將啟動新一輪的轉型和變革,用比2012年更堅決的勇氣和行動來更加嚴格、更加迅速地推動轉型變革。痛下決心,敢於割舍;必須要經曆陣痛,不破繭何成蝶;唯有舍棄眼前的美麗,走出舒適區,才能換得未來的新生;割舍的過程越痛,付出的代價越大,就越可能抵達轉型的目標。

新變革開啟,2018年美的經營重點關鍵將聚焦在以下關鍵字:聚焦內生式增長、自動化布局與整合、深化轉型、構建產品能力、全價值鏈卓越運營、全球經營、企業數字化、組織能力再造。

 

突破六大思維障礙

    2018年核心的經營思路非常清晰,要完成目標,必須解決六個思維障礙的束縛:

? 對事業部製的理解要跟上時代的步伐,適應美的發展與新階段。共享才能全贏。

? 短期行為與長期主義平衡,果斷為未來的戰略布局。

? 克服畏難情緒、守業心態、得過且過等交織在一起的安於現狀的心態障礙。

? 如何構建真正以用戶為中心的商業模式和經營體係。

? 美的的真正對手是時代,與任何競爭對手無關,無知無能無力不是豆奶视频發展的障礙,傲慢和自以為是才是。

? 如何完成從一個本土公司向全球化公司的演進:建立穿越不同行業,不同市場空間和區域,不同文化背景和思維模式的體係框架。

知易行難,美的今天什麽都不缺,就缺思維。美的轉型很簡單,就是要擺脫這些思維的束縛。

傳承五十載,築夢一百年

2018年豆奶视频的目標要突破思維,因為不突破思維,豆奶视频將錯過一個全新的黃金時期。今天中國進入了一個後工業化時代,向製造強國轉型,這個過程當中有大量的機會等待著豆奶视频。新時代的中國必將出現一批偉大的企業,就看誰跑得快!

未來很美好,但道路崎嶇。

美的正值創業50周年之際,一個人,一群人,一代人,一代又一代人在這裏實現了自我價值和成就,也成就了美的偉大的事業。

五十年,本身就是一部小曆史,離豆奶视频每一個人都不遠,認真細讀這部小曆史,可以讓豆奶视频在前進的道路上趨利避害,控製風險,少走彎路;也可以讓豆奶视频放寬眼界,展望又一個誌存高遠的五十年;可以讓豆奶视频回顧曾經無數的困難和挑戰,知道化繁為簡,化難為易;也可以讓豆奶视频反省那些親身經曆的教訓,精於心,簡於形,格物致知,找到未來持續發展的本質。

五十年的傳承,如何讓豆奶视频更加堅定,找到“變與不變”,以應變對萬變。

五十年更是一個新的起點,構想美的未來價值觀、願景和體係。美的必須緊跟時代,自我更新,主動改變,勇敢創新。

願景,就是有時間期限的夢想。未來十年,美的願景是什麽,需要所有美的人去回答。

也許沒有永遠的公司,但美的想走得更遠!

山峰雖然陡峭,但豆奶视频必須攀登。

 

Paul: Aim HighSail Ahead

Midea is facing its 50th anniversary. 2018 is a year in which Midea people must ponder the future. On January 18th, Midea Group Annual Business Conference 2018 was held in Guangzhou. Over 1400 employees from around the world attended. Paul Fang, Chairman and CEO of Midea Group, gave the keynote speech.

Starting with Heartfelt Appreciation

Thanking everyone at Midea.

On behalf of the executive committee, I would like to open the meeting by thanking all Midea employees. Today you have come from all over our great nation and from several continents to be here. Despite the distances we have travelled, we all share the same goal and hope to seize the same opportunities. In terms of key performance indicators, our 2017 was very good. This was a collective achievement by all of us. Here, I want to show my appreciation for the effort made by all 130,000 Midea employees last year.

Midea is standing at an unprecedentedly high level. From here, we are expected to aim high, to embrace a broader future with larger vision and move further. That is the mission of this generation and we are reluctant to be ordinary. However, at the same time, we should beware of complacency. Midea should be like the Amazon River, calm and steady on the surface, but wild with activity underneath. That is how it reaches all the way to the sea. 

We somehow need to have stars in our eyes while keeping our feet on the ground. To borrow an expression, we need to keep our shoulders to the grindstone while taking care to look at the road ahead. That is the attitude we should hold. While we have every right to be proud of our achievements, make no mistake about the challenges we face.

Mounting Crisis?

While we enjoyed an excellent 2017, some world famous companies did not prosper so much. Half of the companies that were on the Fortune 500 list in the year 2000 are no longer on it. How can such huge enterprises be so fragile? Why do these enterprises face different destinies in the same country, or even in the same industry? The reasons on the surface vary, such as the stagnant core business, blind diversification, economic fluctuation, management issues. But the fundamental reason, I think, is the lack of respect for both business and enterprises’ operational principles, and also deviation from their original intent. Enterprises survive and develop through uncertainty. The uncertainty of the business environment and changing times have always been impossible to fully understand.

Midea is 50 years old. It is undeniably impressive that we have got this far. Still, our crises are piling up like dust. 

? Consumption upgrade has become the main growth driver in the development of the industry. There is still massive room for improvement in product competitiveness.

? Global operations, brand appeal and profitability are expected to improve.

? Integration is slow. The synergy of our new entities needs to speed up.

? Deep transformation of domestic market is at a critical point.

? There is a culture of complacency that goes deep into our organization. Some teams and managers have an over-inflated sense of self importance.

? Short-term benefits often trump long-term strategy.

? There is failure to synergize product divisions and subsequent inablity to make use of our advantages in value chain.

? There are many weak links in professional capabilities along the value chain, including manufacturing technology and supply chain capability.

? The organization is losing its vitality and agility, becoming less efficient and more sluggish. There is also deficiency in execution ability.

Therefore, our challenges are daunting, but when the going gets tough,  the tough get going.

Face Crises Brively, Initiate New Reforms

When the crises pile up, what can we do? The only thing we can be certain of is change. We must constantly discipline ourselves to keep up with the times. The future belongs to people who dare to try, dare to think and dare to do.

Midea is about to initiate a cycle of major reforms, and we must do so with even more courage and vigor than we did in 2012. We must make changes even more diligently and with a faster pace than before.

Some changes will be painful. You can’t become a butterfly without breaking a cocoon. To climb the light, we must first leave our comfort zone. The harder we fight, the more likely we are to fulfill our ambitions.

In 2018, Midea’s business will focus on the following factors: organic growth, expanding and integrating automation, deepening transformation, building product competitiveness, enhancing the value chain, global operations, digitalization, and organizational ability.

Breaking out of 6 Old Mindsets

The way ahead in 2018 is clear. To achieve our goals, we must overcome six obstacles:

? The product divisions must keep up with the times. Our product division system must be in step with the development of Midea. Their positioning and boundaries must be in sync with our reforms. Only with proper synergy can we achieve a win-win outcome.

? Striking the right balance between short-term behaviour and long-term ambitions. While we must maintain our hard-earned status, never stop thinking ahead. Do what we need to do and do it with aplomb.

? There are mental obstacles that we are shying away from overcoming. While we have a proud heritage to uphold, we are beholden to outdated modes of thinking. We have grown too used to being followers, being reactive. Together we can overcome this old-school mentality.

? How to build a truly user-centered business model and management system. Recognize areas where change is needed and subvert the established order. It is time to make sacrifices and ask some difficult questions of ourselves.   

? Our real adversary is time. It has nothing to do with any individual competitor. The thing that might trip us upis not so much ignorance or incompetence, but arrogance and hubris.

? How do we make the journey from being a local company to a global corporation? Establish an institutional framework that transcends industries, markets, territories, cultures, and modes of thinking. 

The only thing Midea currently lacks is the right mentality. Our challenge is difficult, but simple. We must shake off the above-mentioned shackles.

Keeping Learning from the Past, Pursue Dream towards Future

If we don’t change our mentality, we will be sacrificing a golden opportunity. Today, China is going through an industrial transformation, and becoming a new kind of manufacturing powerhouse.These opportunities are all waiting for us if we take them. Many of the world’s next great companies will be Chinese. The title of greatest will be given to those who chase the hardest.

The peak looks lovely from here, but the crevice is oh-so steep.

In Midea’s 50 years, generation after generation of people has achieved great things. And in finding their own self-worth with this organization, they have turned it into a great business. 

Fifty years is an unfathomable length oftime, and a careful reading of this company’s history can teach us much: about seeking opportunities and avoiding pitfalls; how to move forward, how to minimize risks, how to avoid detours.

This history can enable us to look ahead calmly. Using the lessons of our forefathers, the knowledge we attain will enable us to move forward with sense and simplicity.

How can use our fifty years of heritage to remain staunch, to be true to ourselves while changing with the ever-changing world?

Our fiftieth anniversary can also be seen as a new starting point. It is time to re-examine our values, our vision and our system. To keep with the times we must take the initiative and make bold innovations.

Vision is a dream with time limits. What is Midea’s vision for the next decade? This is a question that every employee should try to answer.

Though no company will last forever, Midea wants to go further and further.

Although the path is steep, we must keep climbing.