方洪波:改变,就在今天

文章作者:天悦娱乐主管     文章来源:天悦娱乐    阅读次数:     发布时间:2019-10-16 14:56

方洪波:改变,就在今天

2018年是残酷和冰冷的一年,全球经济面临巨大挑战。面对形势更加不确定的2019年,五十岁的美的集团如何应对?1月16日,以“五十重生”为主题的2019美的集团经营管理年会在广州召开,主会场逾1400位来自全球二十多个国家的美的核心骨干员工参与了大会。面对时代大潮的转变,美的集团号召全球美的人深刻反省,直面问题,拥抱变化,为未来而生。


美的集团董事长方洪波在会上发表了讲话,以下为讲话摘要:


今天,美的正值五十,五十岁的美的需要重生。有重生,才有未来。要想重生,却知易行难。当今世界处于“百年未有之变局”,美的集团如何实现重生?改变,就是答案。


 


2018我们所经历的一切,冰冷而真实!


 

 

 

 

 

2018年形势瞬变,各种变化应接不暇,黑天鹅四面扑来,没有风口只有现实……未来我们都将面临这样一个混乱的状态。只有经历周期才能明白周期的力量,我们要持续性基业长青,就要理解周期的力量,优秀的企业是在不同的周期中历练成功的。


冰冷而真实的2018,启发我们明白一些朴素的道理。危机来了,市场下行的时候,企业一系列问题,错误不在别人,在企业自身。所有问题的根本原因,通俗的讲就是“问题出在主席台、问题出在管理层”。


我们部分管理层沉浸在舒适区无法自拔,不愿意改变。今天我们面临巨大的变化,却还用10年前的思维和方法在管理今天的企业,我们怎么可能有机会?怎么可能不犯错?怎么会有好结果? 


面向2019,唯一可以确定的就是不确定


 

 

 

 


这是一个VUCA时代—— Volatility波动性、Uncertainty不确定性、Complexity复杂性、Ambiguity模糊性。在不确定性面前,我们如何应战变动,敏捷行动?如何随时感知,自我调整?


我们要具备三个基本要素:

一是领导力,有没有悬崖勒马、壮士断臂的能力;

二是应变力,进行资源的重新配置和组织的能力;

三是行动力,要坚决、要快,快速行动。


现在的竞争环境从未如此复杂,2018年一年的变化,比1998年到2008年十年的变化幅度都要大。信息技术的进步、商业模式的巨大创新、技术变革、数字时代走向台前、产业结构的变迁和范式的转换、人口结构变化、趋势转折、新竞争者的出现等等。


竞争格局颠覆终会发生,新产品、新服务、新模式、新参与者会以更低的成本为用户提供同样或者更高的价值。我们所有人都要思考,谁是我们的竞争对手?几百人的研发团队为什么研发不出爆款产品?我们的价值链还有竞争力吗?问题摆在这里,我们为什么不改变?我们为什么害怕改变?


依然固守工业时代思维和方法的公司,无一不陷入没落。时代大潮已然改变方向,我们是先知先觉,后知后觉,还是不知不觉?


我们必须洞察未来在哪里,路径是什么,前瞻性看到方向,展现出改变的决心。 


五十美的,唯有重生


 

 

 

 

改变,就是应对复杂局面和挑战最简单的答案。敢于改变,是美的发展史上最重要的资产。五十年来,美的从未惧怕改变,永远要在最好的时候主动改变。改变什么?


第一,商业模式必须改变。通俗地说,价值主张(产品和服务)和盈利能力(成本结构和收入)要发生转变。美的要从“供给端为起点主导产品研发与生产,通过营销手段把产品销售给客户”的模式,改变成“用户需求为起点引导产品的开发与生产”的商业模式。


第二,增长方式必须转变,从增量红利变成存量裂变。实现内生式增长;从规模效应,变成网络效应;从传统营销变成大数据营销;注重用户体验个性化。


第三,创新能力是决定美的未来的核心竞争力。进一步加大研发投入、产品创新能力构建、IoT 、新业务模式探索、寻找新的增长功能、在数字化颠覆中抢得先机。唯创新方可传承。我们如果不构建我们的创新能力,是没有未来的。


第四,继续推动数字化转型。借助ABC(AI、Big Data、Cloud计算)及物联网等技术手段,实现从数据出发,通过智能化运营来改变现有业务模式,降本增效(减少、创造 、消除 、提升),提升用户体验,强化当前核心业务,在效率驱动的前提下实现经营能力的提升。


第五,既然冬天不可避免,那就好好面对。没有什么最好或者最坏的环境,只有最好的行动和最好的自己。竞争更残酷,我们必须比以前做得更好,必须比别人做得更好。产品领先、效率驱动、全球经营三大转型主轴成为常态;保持重要财务指标始终处于安全稳健状态;持续积累核心技术,持续创造用户价值。


第六,只有惯性被打破,改变才能真正发生改变。每个人都说要改变,为什么改变不了?我们每天都在惯性里面,都在舒适区里面,能改变吗?美的有今天,就是不断否定自己,让自己保持思维年轻和思想年轻。今天有400多位远航班的学员,我对你们说,年轻人要从后排往前冲。人才从来不缺,缺乏的是用人的机制、胆识。


 


改变因我们每个人的渴望而生,因每个美的人的推动而来。正如2012年壮士断臂的改变,打破惯性就能改变。


我们只有改变,才能重生。


改变,就在今天。


越过山丘,风景必定独好。


 


Paul: Make The Change Today

2018 was a harsh and cold year with the global economy undergoing multiple challenges. How will the 50-year-old Midea Group confront the unstable economic climate for 2019? On the 16th of January, the Midea Group Annual Business Conference 2019 with the theme, “Reborn at 50” was held in Guangzhou. More than 1,400 core employees from more than 20 countries around the world participated in the conference. In the face of all these changes, Midea Group called on its global employees to reflect deeply, face problems, embrace changes, and look to the future.


Paul Fang, chairman of Midea Group, delivered a speech at the meeting. The following is a summary of the speech:


This year, Midea is 50 years old. Can we be born again? If there is rebirth then we will have a future. To be reborn is easier said than done. The world is undergoing the biggest change in the past 100 years. How can Midea be reborn? Change is the only solution.


 

In 2018, all that we have 
experienced was tough and real!

In 2018, there have been all kinds of sudden and overwhelming changes, unpredictable variables and random events mean that chaos has become the norm. Only by experiencing a business cycle can we understand its full power and in order to become sustainable, we must be able to take advantage of and mitigate the risks that it poses. Excellent companies are successful in different cycles.


The cold reality of 2018 carries a message for us with some hard and simple truths. When a crisis arrives, when the market drops, the mistakes we make are caused by ourselves.  The core reason for our problems are, as the popular saying goes, "the issue lies with the management team".


Some of our management are too settled in their comfort zone and are unwilling to change. Today, we are facing tremendous changes, but we still use the thinking and methodology from 10 years ago to deal with them. How can we make opportunities? How can you reduce errors? How can we achieve good results?


Facing 2019, 

the only certainty is uncertainty

This is the age of VUCA - Volatility, Uncertainty, Complexity, and Ambiguity. How do we respond to changes and take swift and appropriate actions? How do we foresee changes and make rapid adjustments? We need to implement three basic strategies :


First, leadership – we must be able to pull back before it is too late and cut one’s arm to save the body.

Second, deal with adversity – we must make rapid adjustments on the way that we manage and organize our resources. 

Third, execution – we must be both fast and decisive.


Competition has never been so complex –The change in the year of 2018 is greater than the change in the entire decade from 1998 to 2008. IT constantly advances, business models innovate, technology changes, the digital era has arrived, industrial structure changes and undergoes paradigm shifts, demographics change, trends shift, and always there is the emergence of new competitors.


The disruption of the competition and scape is inevitable. New products, services, business models, and competitors will all provide users with equivalent or better value for lower prices. We all must consider, who are our competitors? Why are the research and development teams of hundreds of people not able to develop highly-sought-after products? Is our value chain still competitive? Can we please ask ourselves why are we not changing already? What are we afraid of?


Companies that stick to old methods and the old ways of thinking are caught in the doldrums. The current and direction of times have changed. Are we first to know? Last to know? Or did we not know at all?


What are our predictions for the future and what pathway should we follow? We need to see the way forward and be committed to change.


Midea at 50, Must be Reborn

Change is the simplest solution to counter challenges and complicated situations. Midea’s most precious asset is that it dares to change. Over the past 50 years, Midea has never been afraid of change. Now more than ever, before winter has arrived is the time to be proactive. But what should we change? 


1. Business model transformation

Generally speaking, the value proposition (products & services) and profitability (cost structure & revenue) need to be changed. Currently, Midea R&D and production is dictated by supply and the products are being sold to customers through marketing and promotions. Midea should reform this business model and drive R&D and production to concentrate on customer needs. 


2. Our growth model requires change. 

In order to achieve inner growth we need to undergo metamorphosis, from economies of scale to network externalities, from traditional marketing methods to big data and focusing more on personalized user experience.


3. Innovation will decide if Midea can remain competitive into the future. 

We will increase investment into Research and Development, develop our ability to create innovative products, IoT, explore new business models, search for new areas for growth, seize the chance to get ahead in digitalization, conduct mechanical and organizational restructuring, team renewal, etc. We can only survive if we innovate.


4. We need to drive digital transformation to alter the existing business model. 

Utilizing technology such as ABC (AI, Big data, Cloud computing) and IoT to realize data-centered growth, using smart operations, to lower costs & increase efficiency (reduce, innovate, eliminate, increase), improving our consumer's experience and improving our operational capabilities by driving efficiency and strengthening our core business.


5. Winter is coming, and we need to confront it head-on.

There are no best times, no worst times, only the best actions and the best of yourself. Our competition is ruthless, we must improve upon our previous performance, we must do better than the others. Our daily work focuses on the three strategies of 'leading products, efficiency-driven and global operations’ providing us with financial stability. We must continue to accumulate core technologies and innovate to create user value.


6. If we break our inertia can we create change. 

Everyone says they want to change, but why don’t they? Every day we are held back by our own inertia, we are settled in our comfort zone, can we really change? Midea constantly re-evaluates itself, we are adopting the values and mindset of youth. Today, there are over 400 students of the “Voyager Program” sitting here. To you, young people, I say you should be ready to rush forward from the back row. Talent is never lacking, what is lacking are the mechanisms and insight to make appropriate use of such talent.


 

Change is born of every single one’s desire, and change will only come from the drive of everyone at Midea. In 2012 we broke our arm to survive but as time went on it grew back stronger, and therefore breaking out of our inertia can deliver change. 


Only by changing can we be reborn.


Change, starts today.


Over the mountains, the view is simply magnificent.


 

 

 

 

 

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