Sou Hu Cai Jing·2025-10-19 02:48Core Viewpoint - The transition of leadership at Fuyao Glass from Cao Dewang to his son Cao Hui marks a significant moment in the company's history, highlighting the challenges and adaptations required in managing a Chinese company in the U.S. market [1][14]. Group 1: Leadership Transition - Cao Dewang has officially resigned, passing the leadership of Fuyao Glass to his son, Cao Hui, indicating a level of confidence in his son's capabilities [1][14]. - Cao Hui's early experiences in the company, including hands-on roles in production, have shaped his understanding of the business [3][4]. Group 2: Management Challenges in the U.S. - Cao Hui faced significant challenges in adapting to the U.S. labor environment, particularly regarding safety standards, union relations, and production efficiency [4][6]. - The initial years in the U.S. were marked by difficulties in achieving profitability, with financial reports showing poor performance [6][9]. Group 3: Labor Relations and Union Negotiations - The company encountered strong opposition from labor unions, which accused management of exploiting workers, leading to a contentious negotiation process [9][11]. - Despite the management's efforts to avoid union recognition, the eventual vote showed that the majority of workers did not support union representation, allowing management to maintain control [11][12]. Group 4: Operational Improvements - Following the labor disputes, Fuyao implemented several operational improvements, including enhanced safety measures and better working conditions, which ultimately led to improved production metrics [11][12]. - Cao Hui's approach evolved from focusing solely on production to also prioritizing the establishment of clear rules and regulations to ensure compliance and worker satisfaction [11][14].