（原标题：际会云烟——武汉博物馆藏近现代书画展） 由北京鲁迅博物馆与武汉博物馆合作举办的"际会云烟——武汉博物馆藏近现代书画展"在北京鲁迅博物 馆前哨展厅正在举行。 本次展览精选武汉博物馆近现代书画名家作品40件，涵盖任伯年、吴昌硕、齐白石、徐悲鸿、高剑父、 陈树人等艺术巨擘，基本展现了海上画派、岭南画派、京津画派乃至新金陵画派的艺术风貌。让我们循 着这些翰墨佳作，聆听百年之前中西交融、百花齐放的余响，感受跃动其间的画艺赤心。 北京鲁迅博物馆前哨展厅 即日起 —2026年1月20日 地点 展期 ...

Core Insights - Trust is the core of collaboration and the greatest motivation for organizations [1] Group 1: Importance of Trust in Organizations - Organizations often struggle to find talent both internally and externally, yet they should invest time in developing internal talent [2] - Trust is essential for establishing performance; without it, neither internal nor external talent can achieve true performance [2] - Research indicates that trust significantly reduces tension and enhances individual, team, and organizational performance [2] Group 2: Upward Management - Effective management requires both upward management and downward responsibility, both of which revolve around trust [3] - To win the trust of superiors, employees should communicate proactively, share expectations, and understand their superiors' expectations [4] - Building trust involves leveraging each other's strengths to contribute to organizational performance [4][5] Group 3: Downward Responsibility - Gaining the trust of team members is fundamental for managers to effectively lead and motivate [6] - A good leader is evaluated based on their ability to help subordinates achieve goals, grow professionally, and trust them for guidance [7] - Leadership involves recognizing and utilizing subordinates' strengths, providing opportunities, and offering support for their development [8][9] Group 4: Empathy and Trust Building - Genuine trust leads to real performance, and individuals are promoted based on trust rather than just ability [10] - Building trust requires empathy, which involves respecting differences, listening openly, and understanding various perspectives [11] - In the era of collaborative management, trust is paramount as organizational performance increasingly relies on external factors and collaboration [12]

公告披露，肖文斌、周违莉女士辞职后仍在公司担任其他职务。经公司第十届董事会提名委员会2025年 第三次会议、第十届董事会审计委员会2025年第七次会议和第十届董事会第十一次会议审议通过，董事 会聘任徐永前为公司总经理。 公开资料显示，徐永前持有江西中医大学医学学士学位，高级经济师。曾任公司副总经理，江西江中制 药（集团）有限责任公司党委委员、副总经理，华润江中制药集团有限责任公司党委委员、副总经理， 华润三九医药股份有限公司党委副书记、副总裁，华润江中制药集团有限责任公司党委副书记、总经 理、董事。 （原标题：江中药业总经理肖文斌辞职） 12月30日，江中药业（600750.SH）对外公告，公司董事会于近日收到总经理肖文斌、财务总监周违莉 女士的辞职报告。因工作调整，肖文斌申请辞去公司总经理职务，周违莉女士申请辞去公司财务总监职 务，辞职报告书自送达董事会之日起生效。 ...

Core Viewpoint - The controlling family of Baihua Pharmaceutical (600721.SH), led by Mienhua Mi, is planning a potential transfer of shares that may lead to a change in the company's control [1] Group 1: Company Background - Baihua Pharmaceutical, originally known as "Baihua Village," was the first listed company of the Xinjiang Production and Construction Corps, with its stock listed on the Shanghai Stock Exchange in 1996 [2] - The company has undergone multiple asset restructurings, transitioning from retail and trade to pharmaceutical research and development services after acquiring Nanjing Huawai Pharmaceutical in 2016 [2] Group 2: Financial Performance - Baihua Pharmaceutical has experienced significant fluctuations in net profit from 2019 to 2024, with figures of 34.38 million, -320 million, 59.83 million, -34.76 million, 12.97 million, and 41.48 million yuan respectively [3] - In the first nine months of 2025, the company reported a revenue of 299 million yuan, a year-on-year increase of 2.74%, and a net profit of 32.67 million yuan, up 36.41% compared to the previous year [3] Group 3: Shareholding Changes - In December 2024, the controlling shareholder of Baihua Pharmaceutical changed, with the actual controllers now including Mienhua Mi, his son Mizanqi Mi, and Yang Xiaoling, holding a combined 20.71% of the total shares [1][2] - Following the change in control, the shareholding structure of Hualing Industrial Group also shifted, with Xinjiang Commerce and Logistics Asset Management Co., Ltd. becoming the controlling shareholder [4] Group 4: Future Outlook - Baihua Pharmaceutical has been suspended from trading since December 29, with expectations that the company's future direction will be clarified within 2025 [5]

Group 1 - Guo Songtao predicted the invasion of Ili by Russia and the failure of Senggelinqin, showcasing his foresight in geopolitical matters [1][2] - His work "Sui Bian Zheng Shi" was banned upon release, reflecting the suppression of innovative thought during the Qing dynasty [2][3] - The Qing court's reliance on Russia for mediation during the Anglo-French invasion further complicated the geopolitical landscape [3][4] Group 2 - The Anglo-French forces captured key locations such as Dagu Fort and Tianjin, leading to a rapid escalation of conflict [5][6] - Senggelinqin prepared for battle with a strategic defense plan involving three lines of defense, but faced significant disadvantages in equipment and tactics against the well-armed Allied forces [7][9] - The battle resulted in catastrophic losses for the Qing army, with 12,000 casualties compared to minimal losses for the Allied forces [11][12] Group 3 - The looting of the Summer Palace began on October 7, 1860, with French troops leading the charge, followed by British forces [15][25] - The destruction of the Summer Palace was not only a military action but also a symbolic act reflecting the historical tensions between East and West [26][31] - The looting and subsequent burning of the Summer Palace marked a significant cultural loss, contrasting with the preservation of Versailles [31][32] Group 4 - The Treaty of Beijing established Tianjin as a commercial port, marking a significant shift in China's foreign relations and territorial integrity [36][37] - The presence of foreign powers in Tianjin represented a critical moment in China's history, leading to a reevaluation of its position in the world [36][40] - The Qing dynasty's response to foreign encroachment initiated a period of reform and modernization, as exemplified by the establishment of the "Changsheng Army" [34][47]

Core Insights - The article discusses the significance of the "Wen-Jing Era" during the Western Han Dynasty, highlighting its economic and cultural prosperity, which laid the foundation for future governance and military campaigns [2][3][12]. Group 1: Historical Context - The early Western Han period faced social turmoil and economic decline due to wars, leading to severe famine and suffering among the populace [1]. - The reigns of Emperor Wen and Emperor Jing marked a golden age in Chinese history, known as the "Wen-Jing Era," characterized by economic stability and cultural flourishing [2][3]. Group 2: Archaeological Findings - The exhibition "Wen-Jing Era: Scenes of Prosperity from the Depths of Imperial Tombs" showcases 184 sets of valuable artifacts from the tombs of Emperor Jing and Emperor Wen, including many items that are being displayed for the first time [4][10]. - The Han Yangling tomb complex, one of the best-preserved royal burial sites, reflects the burial customs and cultural practices of the Han Dynasty [6][7]. Group 3: Governance and Policies - The governance strategies during the Wen-Jing Era included reforms that emphasized benevolence, frugality, and a non-interventionist approach to military affairs, which contributed to national stability [12][16]. - The era saw the establishment of a more refined system of measurement and governance, which facilitated economic growth and social order [15][16]. Group 4: Cultural Achievements - The material culture of the Wen-Jing Era was marked by advancements in arts and crafts, as evidenced by the exquisite artifacts unearthed from the tombs, which reflect the aesthetic values of the time [21][22]. - The period also witnessed a rich variety of entertainment and cultural activities, indicating a vibrant social life among different classes [20][21].

Core Insights - The article discusses the launch of RonAgent, an L4-level enterprise management AI developed by Ronghe Technology, aimed at providing affordable and accessible intelligent management solutions for small and medium-sized enterprises (SMEs) [1][2]. Group 1: Product Overview - RonAgent is designed to transform traditional "human-driven systems" into "AI-driven business" models, significantly enhancing operational efficiency and decision-making quality for SMEs [1]. - The L4-level AI can achieve multi-agent collaboration, maintaining contextual information and autonomously triggering relevant actions, thus redefining traditional enterprise management software paradigms [3]. Group 2: Market Context - Over 60 million SMEs in China face challenges in their digital transformation, including outdated technical capabilities, insufficient professional talent, and high IT costs, leading to inefficiencies and poor decision-making [2]. - The competitive landscape is shifting from tool efficiency to organizational intelligence, with leading companies needing to internalize AI as a core operational component [2]. Group 3: Competitive Advantage - RonAgent's core competitive advantage lies in its "five-dimensional capability" system, which includes deep contextual awareness, strategic planning, multi-agent collaboration, flexible tool utilization, and continuous learning [4]. - The AI acts as a "digital employee," automating repetitive tasks and providing insightful decision support, allowing SMEs to focus on market development and innovation [4]. Group 4: Business Model Innovation - Ronghe Technology has introduced an innovative business model combining "AI as a Service (AaaS)" and "Results as a Service (RaaS)," enabling SMEs to deploy the AI without significant upfront costs or specialized IT teams [6]. - The AaaS model allows for browser-based, zero-code deployment, while the RaaS model charges based on the actual work completed by the AI, aligning costs with the value generated [6]. Group 5: Future Implications - The widespread adoption of such intelligent agents among millions of SMEs could lead to the emergence of a new A2A (agent-to-agent) economic network, enhancing collaboration and resilience across the entire industry chain [6].

Core Insights - The Chinese asset management industry is at a critical juncture of scale and paradigm shift, influenced by the integration of AI technology and a market size exceeding 32 trillion yuan [1] Group 1: Industry Challenges and Transformations - The industry faces structural issues characterized by "high savings, financing difficulties, and asset scarcity," necessitating a shift from product sales to client-centric services and from homogeneous competition to professional empowerment [1][4] - Wealth management must transition towards multi-asset and theme-based investments to adapt to changing economic conditions, including declining deposit yields and real estate value [3][4] - The asset management sector is urged to enhance its service capabilities, focusing on risk management, client engagement, and creating a diversified investment ecosystem [4][5] Group 2: Key Insights from Industry Leaders - Wang Zhongmin emphasized the need for asset management institutions to adopt multi-asset strategies and capitalize on AI-related industries to enhance risk resilience and returns [3] - Yang Zaiping highlighted the importance of moving away from traditional product sales to comprehensive service solutions that meet client needs, while also improving the risk-return matching of financial products [4] - Industry representatives noted the necessity for collaboration and resource sharing to build a healthy ecosystem that supports economic growth and wealth distribution [6][7] Group 3: Market Trends and Future Outlook - The report indicates that the asset management industry is entering a new phase focused on high-quality development, driven by regulatory guidance and a return to core principles of client asset management [5] - The insurance sector is positioned to play a crucial role in wealth management by providing stability through various insurance products, addressing the long-term needs of clients [7] - The shift in asset allocation from deposits to financial assets is accelerating, with increasing market activity in the A-share market, indicating a new development pattern in wealth management [8]

Core Insights - The Chengdu-Chongqing Economic Circle's collaborative development index reached a historical high of 126.14 in 2024, indicating strong resilience and vitality in the region's development [1][3] - Despite rapid innovation progress, the conversion of technological achievements into industrial applications remains slow, highlighting a critical bottleneck in the region's development [1][2] Group 1: Development Index and Trends - The collaborative development index has shown a fluctuating upward trend from 2018 to 2024, with an average annual growth rate of 11% in collaborative innovation [3] - Infrastructure connectivity has transitioned from a rapid construction phase to a steady development phase, contributing to regional integration [3] - The report indicates that while collaborative innovation and urban-rural integration are growing, there is still room for improvement in macroeconomic and industrial development [3][4] Group 2: Policy Recommendations and Future Outlook - Experts suggest enhancing the integration of the innovation chain and industrial chain to foster deeper collaboration and improve high-quality development support capabilities [4][5] - The report includes 28 comprehensive recommendations aimed at improving regional cooperation quality and addressing the challenges posed by external environmental changes [5][6] - Future efforts should focus on optimizing the index system by incorporating new indicators related to green development, digital collaboration, and social equity [6][7]

Core Viewpoint - China is not lacking in capital but rather in the ability to allocate funds effectively to the right areas [4][11] Group 1: National and Local Investment Funds - The National Venture Capital Guidance Fund has been established with a registered capital of 100 billion RMB and aims to set up over 600 sub-funds to support emerging industries [2] - Local venture capital guidance funds are also being established, such as the Guangdong-Hong Kong-Macau Greater Bay Area Fund with a target size of 50.45 billion RMB and the Beijing Fengtai District Fund with an initial scale of no less than 10 billion RMB [3] Group 2: Shift in Investment Focus - The focus of investment has shifted from merely finding capital to selecting the right projects, as the total scale of government-led guidance funds has exceeded 1 trillion RMB [5] - The Chinese technology innovation capability has solidified, and a surge of new technologies is expected during the 14th Five-Year Plan period, creating a significant opportunity for investment in quality tech projects [5] Group 3: Rise of Corporate Venture Capital (CVC) - Corporate venture capital (CVC) is emerging as a key player in filling the capability gap left by traditional financial institutions, with companies like Alibaba and Tencent leading the charge in investing in new startups [6][8] - CVCs are increasingly aligning their investments with their own development needs, particularly in cutting-edge research areas like artificial intelligence [8] Group 4: Challenges for Traditional Financial Institutions - Traditional financial institutions face challenges in accurately identifying quality investment targets amidst the influx of capital from CVCs and government venture capital [6][9] - The competition from CVCs and government venture capital could lead to a talent and project drain from traditional financial sectors if they do not adapt [9][10] Group 5: Optimism for Future Innovation - There is a strong optimism regarding China's technological innovation landscape, with expectations of a diverse and accessible funding environment for quality projects [9] - The significant capital injection into technology innovation is unprecedented, with various funds and corporate actions indicating a robust commitment to advancing the sector [10]