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，在張瑞敏擔(dān)任董事局名譽(yù)主席后，海爾在其董事局主席兼首席執(zhí)行官周云杰的帶領(lǐng)下，進(jìn)入了新的時(shí)代。2022年1 月 17 日，在海爾 2021年工作總結(jié)表彰大會(huì)上，周先生進(jìn)行了作為首席執(zhí)行官的首次重要演講，這不僅是個(gè)人和企業(yè)的里程碑，同時(shí)還闡釋了可能影響公司未來發(fā)展的問題、見解、想法和競(jìng)爭(zhēng)力來源——就像史蒂夫·喬布斯向蘋果忠實(shí)擁護(hù)者的演講設(shè)定了技術(shù)議程一樣，周先生的演講確立了未來幾年海爾的組織和管理發(fā)展方向。海爾認(rèn)為此次演講是一份“政策宣言”，部分是關(guān)于公司戰(zhàn)略，部分是關(guān)于靈感理念，涵蓋了傳承與對(duì)創(chuàng)新的承諾。

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.

周先生演講中談到了四個(gè)要點(diǎn)。

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

 “變”一直存在于海爾的DNA中。張先生的演講以不斷追求進(jìn)步而著稱，他能夠在一小時(shí)之長(zhǎng)的演講里不重復(fù)談及六個(gè)月或一年前演講中的任何話題。

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.  

對(duì)于變革——這個(gè)所有人都在談?wù)撗芯康脑掝}，周先生提出了別開生面的觀點(diǎn)——對(duì)于變革，既需要主動(dòng)響應(yīng)又需要被動(dòng)響應(yīng)。兩者之間的平衡很可能是未來幾年討論最多的問題。在低增長(zhǎng)甚至負(fù)增長(zhǎng)的整體背景下，繁榮的組織將是那些仍能主動(dòng)求變的組織。周先生認(rèn)為，海爾的“自組織”理念，可以讓個(gè)人和團(tuán)隊(duì)以對(duì)整個(gè)組織最好的方式自由進(jìn)行自組織，這可以有力地對(duì)抗時(shí)代的不確定性。他對(duì)政府（有形的手）、市場(chǎng)（無形的手）和自組織（無形的心）的不同作用也做出了有說服力的區(qū)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).    

周先生講物聯(lián)網(wǎng)時(shí)代的公司治理新模式視為未來企業(yè)的核心支柱。他直接將永續(xù)轉(zhuǎn)型這一需要與治理結(jié)構(gòu)聯(lián)系起來。識(shí)變（業(yè)務(wù)洞察力）；求變（利用商機(jī)的能力）；應(yīng)變（作為自組織的進(jìn)化和應(yīng)變能力）被直接確定為董事局成員的職責(zé)。

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.

周先生所描述的海爾治理模式的不同之處，在于公司目標(biāo)與董事局各個(gè)委員會(huì)之間的直接責(zé)任關(guān)系。五個(gè)專業(yè)委員會(huì)對(duì)應(yīng)五個(gè)重大戰(zhàn)略：堅(jiān)持戰(zhàn)略聚焦，做大做強(qiáng)實(shí)業(yè)；堅(jiān)持科技創(chuàng)新，實(shí)現(xiàn)自立自強(qiáng)；堅(jiān)持創(chuàng)客機(jī)制，激發(fā)全員活力；堅(jiān)持底線思維，預(yù)防化解風(fēng)險(xiǎn)；堅(jiān)持人單合一，貢獻(xiàn)中國方案。

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.

人單合一模式于 2005 年被首次提出，創(chuàng)建了由員工自主經(jīng)營(yíng)的小微企業(yè)所組成的動(dòng)態(tài)網(wǎng)絡(luò)。人單合一的意思是“員工與用戶合而為一”。在人單合一模式中，小微企業(yè)自主經(jīng)營(yíng)，成員自主創(chuàng)業(yè)、自我組織、自我激勵(lì)。

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.

管理學(xué)研究員杰弗里·庫恩（Jeffrey Kuhn） 認(rèn)為：“自提出以來，根據(jù)應(yīng)對(duì)外部市場(chǎng)格局的深刻技術(shù)變革，人單合一模式已經(jīng)經(jīng)歷了數(shù)次迭代”， “2019 年，海爾推出了人單合一‘3.0’，通過將其平臺(tái)結(jié)構(gòu)重塑為互聯(lián)的生態(tài)系統(tǒng)聯(lián)合體，為用戶提供基于物聯(lián)網(wǎng)的全系列產(chǎn)品，從而支持其物聯(lián)網(wǎng)發(fā)展戰(zhàn)略。例如，海爾智慧家庭定制生態(tài)系統(tǒng)包括衣聯(lián)網(wǎng)和食聯(lián)網(wǎng)。隨著海爾生態(tài)系統(tǒng)的生根發(fā)展，其產(chǎn)品已變?yōu)槟茏層脩敉ㄟ^生態(tài)方社區(qū)共同創(chuàng)造獨(dú)特個(gè)性化體驗(yàn)的媒介，為海爾及其生態(tài)方創(chuàng)造經(jīng)常性生態(tài)系統(tǒng)收入和價(jià)值循環(huán)。

‘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.’  

海爾堅(jiān)持開放的一個(gè)顯著標(biāo)志是，愿意與世界領(lǐng)先的思想以及思想家建立直接聯(lián)系，并由此成立了專門的國際專家顧問團(tuán)隊(duì)。很少有其他公司能像海爾那樣積極尋求與領(lǐng)先理論家交流合作。

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.

憑借對(duì)“變”的持續(xù)堅(jiān)持、憑借21世紀(jì)全球引領(lǐng)的企業(yè)治理結(jié)構(gòu)、憑借統(tǒng)一而廣泛覆蓋的管理理念、也憑借對(duì)開源開放的承諾，周云杰向所有海爾人、所有生態(tài)系統(tǒng)、以及全世界的企業(yè)提出了新的挑戰(zhàn)和目標(biāo)：為適應(yīng)新的現(xiàn)實(shí)，重塑自我。