The same is in the industrial and commercial class, the creators of social wealth, but entrepreneurs are not businessmen, the biggest difference between the two is the sense of responsibility. Whether it is profit-driven or responsibility-driven, it determines the level of an entrepreneur and the space for development.
From the flat factory in the Pearl River Delta, which gathers more than 10,000 lighting manufacturers, to the largest lighting company in China, NVC Lighting has achieved a 110-fold growth in 10 years and an average annual growth rate of nearly 70%. At the same time as the rapid development of NVC Lighting, President Wu Changjiang also quickly became the helm of a large private enterprise. What is the refraction of NVC's high-speed rotation in Wu Changjiang's leadership? We found that passion and adventure are the main accelerators in the early stage of his business, and the sense of responsibility runs through the process of leading the development of the company and is increasingly at the core.
Reporter: What are the core values ​​of NVC?
Wu Changjiang: NVC has set a goal for itself since its inception, and it is also our strategic goal - we want to create a world brand. The world brand does not simply mean selling the product to the world. It is the best standard to judge whether a brand becomes a true world brand, whether it is respected by consumers around the world. In order to achieve such a goal, NVC is not only to do a good job in product, quality and service, but more importantly to be a responsible enterprise. It includes NVC’s responsibility to the country. NVC is to become a NVC representing the Chinese nation, and even the world’s NVC in the future. Based on this sense of responsibility to the country, we do not dare to slack off when we are doing business, and strive to be at the forefront of the world's lighting industry, and never do anything that endangers the national character.
Reporter: Creating a world-wide brand is a grand goal. How to make employees understand and internalize them as their spiritual motivation?
Wu Changjiang: I have always advocated the enthusiasm of employees with the self-esteem of the nation and the glory of the nation. I often say that Chinese people want to create Chinese brands, to become world-class enterprises, and foreign companies can do what we can, which is actually stimulating the national morale of employees. For example, I often talked with some of the executives that NVC has invited from Philips. If you work at Philips, you can make a company. But when you come to NVC, we will become Chinese and achieve China's own brand. I have never operated NVC as a family business. I hope to build a great company. Every employee can see and feel it, so they are willing to believe me and fight with me.
At the same time, I also let employees know that the goal we are working for is not out of reach. We are constantly achieving results and are constantly approaching our ideals. Our most ambitious goal is to create the industry first, and through ten years of efforts, NVC has become China's number one. In the future, all NVC's medium and long-term plans will be understood by employees. We will achieve all our commitment to our employees and truly improve the lives of our employees. NVC’s commitment to non-equity, improvement of benefits, and improvement of benefits has always been said to be done. This allows employees to see the development space and the company’s contribution to employees. This is what makes them convinced. The place.
Reporter: The types of enterprises are different, and the positioning of entrepreneurial roles is also different. How do you define your entrepreneurial role?
Wu Changjiang: Entrepreneurs and businessmen are two different concepts. The fundamental difference between the two is that entrepreneurs must be responsible, passionate, adventurous, forward-looking and inclusive.
First of all, entrepreneurs are responsible, and this responsibility makes them never stop. This responsibility is constantly changing. It may be the responsibility of the family at first, and then it is responsible for the employees, the shareholders, and finally the responsibility to the society. I never evade and blame responsibility, even if some problems are caused by my subordinates, I will take the initiative. At the shareholders' meeting and the board of directors, I absolutely don't make excuses for negligence and mistakes in the business. If I don't do well, I don't do it well. NVC had a large-scale product recall in 2001. Although this quality accident was caused by a supplier and was not directly related to NVC, I still decided to compensate and recover all the problem products. At that time, NVC's monthly sales suddenly fell by 4/5, but this is a predictable loss. The quality problem is not terrible. It is terrible that we are not responsible. At that time, the company also had some staff suggestions to wipe out the trademark of NVC and sell it at a low price. I didn't do this. It's a kind of deception. Once I get started, it will get worse.
Second, entrepreneurs must have passion. Entrepreneurs must drive their employees to rush, and if they are languish and have no fighting spirit, it is absolutely impossible to lead the team. I think an entrepreneur wants to be like a mountaineer. What is the reason why mountain climbers risk their lives to climb? Exercise? That can go to fitness, swimming, and playing. The top of the mountain is a paradise? In fact, the air on the top of the mountain is very thin and ridiculous. So the mountaineers really love the sport and they can get a sense of fun and accomplishment by climbing the mountain. The same is true for a business. Be sure to have passion and love it. I have never slept in the company for many years, because I feel full of energy and passion when I enter the office.
Once again, entrepreneurs must be adventurous. When making decisions, there will be no pies in the sky. Anything can be at risk of failure, and fear of failure will only lose opportunities for development. Finally, it is forward-looking. The insight, judgment and foresight of things play an important role in grasping development opportunities and avoiding risks. In addition, entrepreneurs must also be tolerant, must learn to get along with everyone, including subordinates, shareholders, suppliers and distributors, etc., only to be picky and shortcomings can not form a joint force, can not make the business bigger. Compared with these five entrepreneurial spirits, other wisdom, management, and technology are relatively minor.
Specific to me personally, I think it is necessary for entrepreneurs to position themselves correctly. Entrepreneurs should be clear about what they should do and what not to do to avoid misplacement. In NVC, there are three aspects that I will carefully grasp. First, corporate strategy, as a business leader, this problem must be decided by me rather than others. Second, resource integration, I believe that many things are not dependent on success or not. Personal ability and wealth, but depends on the amount of resources and the ability to integrate resources; Third, the management of company executives. The essence of management is communication. Leaders must maintain the most intimate and close communication with the executives in the company, understand what they want and do through communication, and communicate their ideas and opinions to them. Fourth, with the core. The communication between the customer and the VIP customer, the important relationship must be maintained by myself. How the company develops, how resources are integrated, how executives communicate with important customers – I know that I have to focus on these aspects to create value.
Reporter: What are the five leadership traits you have mentioned, and how have their rankings changed at different stages of your leadership? For Chinese entrepreneurs, which leadership characteristics do you think are the most important?
Wu Changjiang: At the beginning of our business, we are at the forefront of adventurous spirit. At the beginning of the business, we are full of traps. We must take risks, be courageous, and do things. In addition, entrepreneurial passion, foresight, insight, and rapid response are important. However, NVC has developed to this day, the company has reached a certain scale, and responsibility has become the first. With responsibility, we can always pursue excellence.
I think the most important leadership feature of Chinese entrepreneurs is the top three rankings I am now: responsibility, passion and adventure. I have criticized some well-known entrepreneurs. I think they are not entrepreneurs, and at most they are social activists. Entrepreneurs should not swim in the mountains and play golf every day. No matter how good or how big the company is, it must maintain high morale.
Reporter: The choice of talents for enterprises is a process of phased change. How has your talent selection concept changed?
Wu Changjiang: In the early stage of entrepreneurship, I value individual ability and favor talents who are aggressive, hard-working, and bold, but as the size of the company changes, my selection criteria have been adjusted. Ability to retreat secondary, and rationality becomes an important criterion. A manager of high emotional intelligence who is rational, learnable, and good at communication and communication is more in line with our current needs.
For the grassroots employees, my only criterion is integrity. I publicly announced at the company meeting that employees can cause hundreds of thousands of losses due to work mistakes, but if there is a problem with integrity, deceive the company, deceive customers, and immediately expel. It is forgivable for work errors due to ability problems, but there are problems with integrity that cannot be tolerated.
Regarding the introduction of talents, I believe that the company's middle and high-level and core employees are hard to rely on external recruitment. We have always insisted on internal training. In addition, I do not exclude the excavation of executives from excellent multinational companies and large enterprises, but the key is not to rely on headhunting, to make yourself the biggest headhunter. The environment in which the outstanding talents are located and their personal qualities are very good. Why choose NVC? I must rely on myself to impress him, instill the company's vision and development strategy into him and gain their approval. Talents who have been dug through high-wage means through headhunting will definitely have problems. They have no recognition of the company, just to increase their salary, and they will leave because of salary or other problems in the future.
Reporter: What is your decision-making style? How has this decision-making changed in NVC from the start-up to the growth period?
Wu Changjiang: At the beginning of the business, I was mainly command-oriented, and everything was arrested by myself, mainly personal decision-making. The development of the company will force the leader to authorize. The scale of the enterprise is large, the management is more, and the over-authoritarian command becomes a taboo for management; but if it does not exceed the authority and does not authorize it, it is obviously a waste of resources, so this time must be fully authorized.
But the authorization also faces a degree problem. What level of authorization is reasonable? I have some hard standards to decide. For example, in terms of personnel, I don’t care about the treatment of everyone under 10,000 yuan. The department heads manage the decisions and distributions; the directors and above, the vice president’s personnel promotion and appointments are decided by me, and the supervisors are Other CEOs decide the candidates; the company's strategic direction, big behaviors, investment will be decided by me, and daily management will be handed over to the top management; major investment projects will be signed by me, and daily expenditures and expenses will be managed by the unified financial management. In addition, we have an assessment mechanism to ensure that the authorization does not lead to disorder and confusion. For example, the head of the department has the right to decide on the recruitment of candidates, but the human resources department will also supervise the process and results to prevent cronyism.
Reporter: There are differences between company departments, employees, companies and employees, which is inevitable. As a corporate helm, how do you deal with this conflict?
Wu Changjiang: I will never allow enterprises to suffer internal friction. Intertwined, fighting each other, hurting the company's strength will cause immeasurable consequences. In the face of these contradictions, we must first standardize and use systems and processes to manage them. Second, we must do a good job in corporate culture. Everyone belongs to a team and must stand at a high level, taking the interests of the company as a starting point. Third, once there is a divergence of contradictions, We must not add fuel and vinegar to intensify contradictions. We must fully understand things and create conditions for communication and communication between the two parties in a timely manner.
Text / Peking University Business Review (July 2009 issue)
(Edit: Sandwich)
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