独家访谈｜麦肯锡全球资深董事合伙人叶海：“韧性增长”取代“高速增长”，未来十年企业要做对三件事

Core Insights - The article discusses the shift in growth logic for Chinese companies, emphasizing the transition from external growth drivers to internal organizational restructuring and capability enhancement for sustainable growth in a changing market environment [2][3]. Group 1: Changes in Growth Logic - The underlying logic of growth for Chinese enterprises remains centered on consumer needs and internal capabilities, but the external environment has fundamentally changed, leading to market slowdown and increased competition [3]. - Companies must shift from broad growth strategies to more precise, differentiated, and value-driven growth approaches, focusing on specific market segments to create economic value [3]. Group 2: Resilient Growth Concept - "Resilient growth" is defined as a combination of growth and resilience, emphasizing efficiency and cost optimization as prerequisites for growth [4][5]. - Companies need to establish agile iteration capabilities to respond quickly to market changes and consumer feedback, moving away from long-cycle perfect innovations [4][5]. Group 3: Innovation Strategies - The article introduces "thematic innovation," which contrasts with past point-based innovation, advocating for a systematic approach to innovation based on consumer needs, competitive landscape, and technological trends [6]. - Companies must develop a complete rapid iteration system to support thematic innovation, moving beyond reliance on singular breakthrough products [6][7]. Group 4: Organizational Structure - The concept of "big system, small knife" is proposed, where a robust organizational structure ensures control while allowing for agile, independent business units to respond quickly to market demands [8]. - Traditional matrix organizations face challenges in fast-paced markets, necessitating a shift to a structure that promotes rapid decision-making and accountability [8]. Group 5: Brand Building and Channel Transformation - Successful brand building in China requires understanding consumer psychology and addressing contradictions in consumer preferences, such as the desire for quality and cultural identity [9][10]. - The focus of brand strategy is shifting from mere promotion to enhancing consumer experience throughout the purchasing journey, necessitating organizational changes to integrate marketing, sales, and product development [10]. Group 6: Consumer Experience - Companies must prioritize consumer experience as the highest dimension of business, ensuring that all organizational actions align with enhancing the consumer journey from awareness to loyalty [11]. - The CEO should oversee the consumer experience strategy, ensuring it is integrated across departments and aligned with organizational goals [11]. Group 7: AI Utilization - The article notes that only 6% of companies have successfully created value through generative AI, highlighting the potential for AI to assist in decision-making and operational efficiency [12]. - The integration of generative AI with automation and hardware can significantly enhance productivity and reduce costs in manufacturing and logistics [12]. Group 8: Leadership Evolution - Future leaders in Chinese enterprises need to blend the structured approach of professional managers with the visionary traits of entrepreneurial leaders to navigate the complexities of the current market [13]. - Building a team of leaders with a general manager mindset is essential for fostering resilience and adaptability within organizations [13]. Group 9: Strategic Implementation - Effective strategy implementation requires breaking down broad strategies into quantifiable goals and ensuring clear communication across all organizational levels [14]. - The role of a strategic interpreter is crucial for translating high-level visions into actionable plans that resonate with all employees [14].