Longevity Entrepreneur Gene

Since 30 years of reform and opening up, entrepreneurs who can always stand up to the tide can be described in rare detail.

Analyzing the sample of the most surviving entrepreneurs, we will find all kinds of Secrets: for example, high political sensitivity; for example, continuous innovation; for example, perseverance; for example, being good at digging talents; for example, a sense of crisis in rainy weather; for example, aggressive courage; for example, standardized corporate governance structure.

Perhaps all this is not enough, plus a bit of luck and luck.

Since ancient times, entrepreneurs who have opened up their territories have always hoped that their foundation will last forever. This is also the dream of good entrepreneurs.

But Wu Renbao's village secretary has been doing for nearly half a century, and it has been done all over the world.

But he did not blindly follow the rules. Instead, he "had policies and had countermeasures" and opposed "bureaucratism" with "formalism".

One of the most fashionable social activities in the 60s was the tail of the asset cutting doctrine. While Wu Renbao was fiercely lifting the heat wave of "agriculture learning Dazhai", he secretly built small mills and hardware factories. In 80s, the whole country in the countryside was distributing fields to households, but Wu Renbao did not follow suit. He insisted on the way to develop the collective economy. In 90s, the wave of township enterprise reform in the whole country started, and Wu Renbao put forward the idea of "one village, two systems".

Huaxi Village has developed from the original more than 600 and 0.96 square kilometers of poor rural areas to more than 50 thousand villagers and workers, 35 square kilometers, and about 40000000000 annual sales of Dahua Village.

It was not until the 80s of last century that Lu Guan began to seek the reform of property rights of enterprises.

At that time, he adopted a very wise strategy, that is, "shelving ownership and fighting for control".

In 1983, Lu Guanqiu reached a contractual relationship with the local government. In 1988, Lu Guanqiu further adopted the tactics of "spending money to buy no matter". 15 million of the 30 million net assets of the enterprise were invested as local governments, and the investment relationship between the government and the government was established, so that Wanxiang became a joint-stock enterprise.

Lu Guanqiu's brilliance lies in the fact that the external boundary of the property right design is clear and the internal boundary is blurred.

Lu Guanqiu cleverly bypassed the most sensitive zone, and did not fight for personal shares for himself, leaving endless possibilities for future changes.

But in Wanxiang American company, Lu Guanqiu started the pilot reform of property rights in 2001. He created the operator fund, and gradually pformed it into a company stock of not more than 40% by creating incremental assets to buy new shares.

Wanxiang Group is nominally owned by collectively owned enterprises, but Wanxiang agriculture is the Private Companies jointly controlled by Lu Guanqiu and his son Lu Weiding.

This is undoubtedly an effort made by Lu Guanqiu in clarifying the relationship of universal property rights.

When we are large, we need to be more standardized.

Lu Guanqiu seemed very careful.

Because he was poor from his childhood, he had not worn his shirt in the third year of senior middle school. At the age of more than 40, he did nothing and suffered from serious diabetes. In the five years he just started his business in 1987, he ran around and sought no loan. After that, he was struggling for a new lease of life in the cracks between state-owned enterprises and foreign capital.

In an open letter to the company's employees, he revealed that he was a serious melancholia and anxiety disorder, and even once he could not self resolve and had to rely on the doctor's help.

He said: "for many years, I have been thinking about failure every day, ignoring success and feeling no sense of honor or pride, but a sense of crisis."

It was not until 1992 that HUAWEI developed a large digital program-controlled switchboard that he began to feel the taste of success.

HUAWEI has been rising rapidly through the extraordinary means of being accused of "unfair competition".

But Ren Zhengfei has always been a great enemy. In order to eliminate this serious sense of crisis, he launched the basic law of HUAWEI in early 1997.

This is the first enterprise management program formulated by Chinese enterprises.

Ren Zhengfei has given herself the place to "stick to the ground": HUAWEI's pursuit is to become a world-class enterprise in the field of electronic information. In order to achieve HUAWEI's goal, we will never enter the information service industry.

"It's spring now, but winter is not far away!"

Sure enough, the global telecommunications industry experienced a major decline in that year.

But because HUAWEI was ready for "winter clothes", it was able to spend the winter safely, and completed 25 billion 500 million yuan sales in that year.

Although the individual is excellent, he has not cultivated himself or even surpass himself.

Liu Chuanzhi, however, has a great skill of "protecting people," and even the talents around him emerge like stars.

In just two years, he quickly established more than ten wholly foreign-owned subsidiaries throughout the country with a turnover of 24 million yuan.

Just because Sun Hongbin was too handsome, he gradually formed an "independent Dynasty". Liu Chuanzhi chose to "tear away Ma Su" decisively and eliminated the company's endless trouble.

When he reorganized his branch office in Chongqing, he was even intimidated, claiming to throw him into the Jialing River. But Guo Wei was unmoved. He finally saved the assets of Lenovo and stopped the company's tunneling.

Among several successors, Guo's way of doing things, his attitude towards work and the ideas and ideas of managing his business are closest to Liu Chuanzhi. He is a rare and able talent.

Yang Yuanqing, a rising star, is a talented person with strong executive ability, and has little ambition and easy control.

In a dilemma, Liu Chuanzhi chose to break up Lenovo and let them manage each other.

And his character traits began to show advantages at this time. If Yang Yuanqing is a bigoted and uncompromising person, he will never be able to lead the talented people from all over the world. Lenovo's globalization is likely to fail.