2014.05.17 CoStone Capital Views:
On May 15, 2014, the first CoStone Master Forum was held in Shenzhen. With the theme of "Insights on Huawei", the forum invited Prof.Peng Jianfeng, Prof. Bao Zheng and Prof. Shi Wei at Renmin University of China and Mr. Zhang Jianguo to give a two-day lecture on Huawei's enterprise management. Over 100 guests from China's business and academic cycles were present.
On May 15, 2014, the first CoStone Master Forum was held in Shenzhen. With the theme of "Insights on Huawei", the forum invited Prof.Peng Jianfeng, Prof. Bao Zheng and Prof. Shi Wei at Renmin University of China and Mr. Zhang Jianguo to give a two-day lecture on Huawei's enterprise management. Over 100 guests from China's business and academic cycles were present.
Prof. Peng Jianfeng on the Development of Huawei
The forum was highly praised. Ms. Liu Yinglei from Sunriver said, "I've learned much about Huawei's management system in terms of the theory and the practice. Huawei's advanced management mechanism has inspired me a lot, despite that Sunriver and Huawei differ in the industry and the development stage." Ms. Wang Dali from Lucion appreciated that "Prof. Peng offered a systematic, comprehensive and in-depth analysis of Huawei, and the two former executives conveyed a more authentic Huawei with their personal experience". The guests expressed that they "look forward to the next forum".
Speaker
Prof. Peng Jianfeng
He is the Professor and PhD Supervisor at Renmin University of China, Chairman of China Stone Management Consulting Group, Deputy Director of China Enterprise Confederation Management Consulting Committee, Vice President of Beijing Enterprise Directors Association, and a famous management consulting expert in China. He used to be the Vice President of the School of Labor and Human Resources of RUC. He has been engaged in the consulting and research work on HR management and corporate culture for a long time. He also provides consulting services for enterprises. He has been hired as senior management consultant and team leader by Huawei and TCL successively. The team led by him has provided consulting services for dozens of famous enterprises, with the results of Huawei Basic Law, OCT Charter, TCL: Defeat Scale with Speed, Samsung (China) Culture and Dongfeng Nissan Programme of Action.
Prof. Bao Zheng
He received a PhD degree in Economics from Renmin University of China, and now is the Professor and PhD Supervisor at Renmin Business School. He is a famous expert of enterprise management consulting in China, having made many famous cases, such as Huawei Basic Law and TCL: Defeat Scale with Speed. He has served as senior management consultant of Huawei (1995), TCL (1998), XJ Group (1999), Baisha Group (2002) and Hongta Group (2004).
Prof. Shi Wei
He is a researcher and the Chief Consultant of the Finance and Securities Institute of RUC. He has been engaged in enterprise management consulting since 1995, specializing in marketing and enterprise strategy. He has served TCL, Midea Group, Giti Tire, Motorola, Liuhe Group, Robust Group, CIMC, Telling Telecom and SPD Bank. He also provides management training for many enterprises in China, which have been well received.
Mr. Zhang Jianguo
Former President of ChinaHR.com; HR expert. He joined Huawei in 1990. Since 1992, he had served as the Director of Fujian Office, Beijing Office and Shanghai Office of Huawei successively. In 1995, he served as the Vice President of Marketing Department. In 1996, he was promoted to the Vice President of Huawei and the HR Director. In 2000, he left Huawei to study human resource management at the University of Massachusetts. After 2001, he started to be engaged in professional HR management consulting. He served as the Chairman of EastTimes Consulting and then the General Manager of China Stone Human Resources Consulting. In July 2004, he joined ChinaHR.com as the President.
Intro to CoStone Master Forum
Only a clash of thoughts can spark inspiration. CoStone Capital respects those who think independently and offer insights into society, economy, culture, history, humanities and philosophy that can be illuminating for our lives and careers, rather than those who only seek profits. Therefore, we try to build the CoStone Master Forum, a platform for entrepreneurs and senior executives to talk with masters. This Forum covers various topics from macro economy, social politics, history, humanities, to business strategy, business management, capital operation and human resources.
Rewritten by Jiang Xiaomei, Edited by Li Yunzhen, Du Zhixin
The year 2019 marks the fortieth anniversary of China’s Reform &Opening-Up, once again, we meet at the turning point of history. What’s the next step for the game, is there any clear guidance? The answer is affirmative.
Our country is enjoying a good momentum of development, which does not come from the Washington Consensus nor the Beijing Consensus. China’s experience has proved that both the visible hand and the invisible hand are crucial: the visible hand, stands for the government-led reform, and would yield benefits for reform and opening up; the invisible hand, stands for the Marginal Power represented by the private sector, and would improve economic efficiency and tax collection, create jobs and employment opportunities.
Provided that we want to protect and expand the benefits form reform, three simple but mandatory agreements are to be made and followed: No.1 Private ownership must be recognized, protected and treated equally with public ownership constitutionally, both ownerships are scared and inviolable;No.2 Make further clarification of the principal position of market economy, “deepen economic system reform by centering on the decisive role of the market in allocating resources”, as President Xi addressed in the third Plenary Session of the 18th CPC Central Committee;No.3 Implement the guiding principles of “comprehensively promoting law-based governance” of the fourth plenum. The rule of law is essential for economic growth, irreplaceable to protect private ownership, and necessary to encourage innovation and entrepreneurship.
Above are three rules for us to avoid falling into the Middle-income Trap. Assuming that we are breaking systematic barriers to private enterprises’ participation in market economy, and boosting innovation and entrepreneurship of our society, then we are heading towards a promoting direction. We are marching in the path of light, regardless of the ups and downs of Sino-US relationship, the drop in GDP growth rate, or the monetary policy.
These principals also apply on knowing how better to run a business: don’t be hedged by rules and regulations at the beginning, pay more attention to your survival, and you’ll learn more when you start your second business.
For many years, Huawei has been the only Chinese company on the list of the Top 50 R&D Spenders. Regardless of the economy and its income, what Huawei has been doing is investing in its future, dedicated to R&D, continuously and resolutely. This provisional work underscores Huawei’s accomplishments, making Huawei anindustry leader.
So, there are standard answers on how to run a company,which could be summarized as concentration and professional dedication, continuous investment on innovation and trying harder in R&D. Entrepreneurship is also important, every single company needs entrepreneurs to push aside all obstacles and difficulties, to implement strategies and ideas. We, as investors, are destined to look for such outstanding entrepreneurs and their companies, invest in them and partner with them.
At this key point of history, a country, a company, or asingle individual, will all need to find the right path. Four decades after the Reform and Opening-up, it’s time to learn from our experience and stop “wadding across
