海尔集团董事局主席周云杰演讲综述

The Chinese white goods company Haier has become a global brand. It is one which is known as much for its organizational and managerial innovations as its products and services. It is the embodiment of the twenty-first century organization characterized by agility, teamworking, the absence of middle management, entrepreneurial employees, and a relentless appetite for change.

如今，在张瑞敏担任董事局名誉主席后，海尔在其董事局主席兼首席执行官周云杰的带领下，进入了新的时代。2022年1 月 17 日，在海尔 2021年工作总结表彰大会上，周先生进行了作为首席执行官的首次重要演讲，这不仅是个人和企业的里程碑，同时还阐释了可能影响公司未来发展的问题、见解、想法和竞争力来源——就像史蒂夫·乔布斯向苹果忠实拥护者的演讲设定了技术议程一样，周先生的演讲确立了未来几年海尔的组织和管理发展方向。海尔认为此次演讲是一份“政策宣言”，部分是关于公司战略，部分是关于灵感理念，涵盖了传承与对创新的承诺。

Now, with Zhang Ruimin becoming chairman emeritus, Haier is entering a new era under chairman and CEO Zhou Yunjie.  Mr. Zhou’s first major speech as CEO—delivered on 17 January at Haier’s 2021 Summary and Commendation Conference—is not only a personal and corporate landmark, but it also maps out the issues, insights, ideas and competitive forces likely to shape the company’s future. In the same way as Steve Jobs’ presentations to the Apple faithful set the tech agenda, Zhou’s speech establishes the organizational and managerial agenda for the years ahead. It is, says Haier, a ‘policy manifesto’, part strategy, part inspiration, combining a sense of inheritance with a commitment to innovation.

周先生演讲中谈到了四个要点。

Four big themes stand out from Mr. Zhou’s first speech.

 “变”一直存在于海尔的DNA中。张先生的演讲以不断追求进步而著称，他能够在一小时之长的演讲里不重复谈及六个月或一年前演讲中的任何话题。

Change is in the Haier DNA.  Zhang Ruimin’s speeches were notable for their relentless quest for improvement. Typically, an hour long speech by Zhang would not re-visit any of the issues or concerns of a speech six months or a year earlier.  

对于变革——这个所有人都在谈论研究的话题，周先生提出了别开生面的观点——对于变革，既需要主动响应又需要被动响应。两者之间的平衡很可能是未来几年讨论最多的问题。在低增长甚至负增长的整体背景下，繁荣的组织将是那些仍能主动求变的组织。周先生认为，海尔的“自组织”理念，可以让个人和团队以对整个组织最好的方式自由进行自组织，这可以有力地对抗时代的不确定性。他对政府（有形的手）、市场（无形的手）和自组织（无形的心）的不同作用也做出了有说服力的区分。

The recognition that change demands both a proactive and reactive response is an interesting take on this much-examined issue.  The balance between the two is likely to be a much discussed challenge in the years to come.  In an overall context of low or negative growth, the organizations which prosper will be those which still have the ability to seek out change. Mr. Zhou argues that Haier’s belief in ‘self-organization’, giving people and teams the freedom to organize in the best ways for the overall organization offers a potent counter to continuing uncertainties.  He makes a persuasive distinction between the role of government (the visible hand), the market (the invisible hand) and self-organization (the invisible heart).    

周先生讲物联网时代的公司治理新模式视为未来企业的核心支柱。他直接将永续转型这一需要与治理结构联系起来。识变（业务洞察力）；求变（利用商机的能力）；应变（作为自组织的进化和应变能力）被直接确定为董事局成员的职责。

Mr. Zhou puts a new model of corporate governance in the IoT era as a central pillar of the future.  He directly links the need for perpetual transformation to governance.  The competencies of understanding change (the ability to extract business insights); seeking change (the ability to monetize business opportunities); and adapting to change (the ability to evolve and adapt to change as a self-organization) are directly identified as responsibilities of board members.

周先生所描述的海尔治理模式的不同之处，在于公司目标与董事局各个委员会之间的直接责任关系。五个专业委员会对应五个重大战略：坚持战略聚焦，做大做强实业；坚持科技创新，实现自立自强；坚持创客机制，激发全员活力；坚持底线思维，预防化解风险；坚持人单合一，贡献中国方案。

What marks apart the Haier approach to governance as described by Zhou is the direct relationship between the company’s objectives and its key board committees. Five specialized committees correspond to five major strategies: to focus on the strategy of growing and strengthening industrial development; to pursue technological innovation to achieve self-reliance and self-improvement; to maintain entrepreneurial programs to inspire and incentivize all employees; to adopt bottom-line thinking to prevent and resolve risks; and to commit to RenDanHeYi and contribute Chinese solutions to organizational challenges.

人单合一模式于 2005 年被首次提出，创建了由员工自主经营的小微企业所组成的动态网络。人单合一的意思是“员工与用户合而为一”。在人单合一模式中，小微企业自主经营，成员自主创业、自我组织、自我激励。

First articulated in 2005, the RenDanHeYi model created a dynamic network of employee-run microenterprises.  The word translates to ‘employees and users become one’.  In this model, microenterprises operate autonomously and team members are self-employed, self-organized, and self-motivated.

管理学研究员杰弗里·库恩（Jeffrey Kuhn） 认为：“自提出以来，根据应对外部市场格局的深刻技术变革，人单合一模式已经经历了数次迭代”， “2019 年，海尔推出了人单合一‘3.0’，通过将其平台结构重塑为互联的生态系统联合体，为用户提供基于物联网的全系列产品，从而支持其物联网发展战略。例如，海尔智慧家庭定制生态系统包括衣联网和食联网。随着海尔生态系统的生根发展，其产品已变为能让用户通过生态方社区共同创造独特个性化体验的媒介，为海尔及其生态方创造经常性生态系统收入和价值循环。

‘Since its introduction, the Rendanheyi model has undergone several incarnations, commensurate with deep technological shifts in the external market landscape,’ explains the management researcher Jeffrey Kuhn. ‘In 2019, Haier introduced Rendanheyi ‘3.0’ to support its IoT strategy by recasting its platform structure into a constellation of interconnected ecosystem-based businesses that provide users with integrated IoT-based offerings. Haier’s Smart Home Customization Ecosystem, for example, includes its Internet of Clothing and Internet of Food. As Haier’s ecosystems take root, its products become mediums through which users can co-create unique personalized experiences through a community of ecosystem partners, generating recurring ecosystem revenues and a cycle of increasing returns for both Haier and its ecosystem partners.’  

海尔坚持开放的一个显著标志是，愿意与世界领先的思想以及思想家建立直接联系，并由此成立了专门的国际专家顾问团队。很少有其他公司能像海尔那样积极寻求与领先理论家交流合作。

A notable element of this process is that Haier is outward looking in its willingness to directly connect with world-leading thinking and thinkers.  It draws on an international expert advisory group. Few other companies have sought out leading theorists with the commitment of Haier.

凭借对“变”的持续坚持、凭借21世纪全球引领的企业治理结构、凭借统一而广泛覆盖的管理理念、也凭借对开源开放的承诺，周云杰向所有海尔人、所有生态系统、以及全世界的企业提出了新的挑战和目标：为适应新的现实，重塑自我。