本报讯 （记者刘钊）8月27日，海尔集团公司（海尔集团）旗下卡泰驰控股（Cartech Holding Company）正式宣布，成功完成战略入股汽车之家的交易交割及董事会改组。 这是海尔深化汽车产业生态布局的重要里程碑，汽车之家正式成为海尔汽车产业生态的新成员。如此前 公告所述，海尔集团通过旗下卡泰驰控股以总价约18亿美元收购中国平安旗下云辰资本（Yun Chen Capital Cayman）持有的汽车之家约43.0%的股份（基于截至2025年6月30日汽车之家已发行在外股 份），成为汽车之家控股股东。中国平安财产保险股份有限公司（平安产险）将继续作为汽车之家的主 要股东之一，通过云辰资本间接持有在汽车之家约5.1%的股份，并保留一个董事会席位。 同时，汽车之家也将依托海尔开放生态体系与人单合一管理模式，在组织协同、用户运营与产业链整合 等方面深度接入海尔生态，探索人单合一的跨界实践，全面激发平台活力，助力实现长期可持续发展与 能力跃升。 依托卡泰驰在全国范围内深厚的线下服务网络与数智化运营能力，海尔将全面支持汽车之家，以用户体 验为核心，共同打造"内容+交易+服务"三位一体、线上线下（300959）深度 ...

在全球家电产业智能化、绿色化浪潮奔涌之际，海尔智家（600690）作为行业龙头如何以科技创新和产 业创新融合发展锻造新质生产力？其全球化布局与智能生态战略又将如何深化？公司董秘刘晓梅近日接 受中国证券报记者专访，解码了海尔智家以用户需求为核心锻造核心竞争力的实践路径。 ● 本报记者张鹏飞 她以市场数据为证：海尔智家旗下的"懒人多筒洗衣机""麦浪冰箱""麦浪小蓝瓶热水器"等产品品类销量 持续增长，这正是消费升级与理性化交织演进下的生动注脚。 "在竞争白热化的国内市场，植根于海尔基因的，始终是'以用户为中心'。"在刘晓梅看来，研发的精准 化至关重要。多年来，海尔智家持续加大研发投入，针对年轻人、银发族、女性用户等不同群体的细分 需求进行产品创新。 "例如，捕捉年轻用户对智能与'懒人友好'的诉求，同时响应'银发经济'崛起下60后用户对智能化场景解 决方案的更高期待，我们推出的相关产品深受市场追捧。"刘晓梅告诉记者。 在运营数字化方面，海尔智家全面推进数字化转型，贯通供应链、制造和营销环节，显著提升了运营效 率与市场响应速度，"数字化转型助力我们的销售费用率实现连续三年优化。" 值得一提的是，公司大胆变革营销方式，创 ...

Core Viewpoint - Haier's management transformation, termed "Human-Order Integration," represents a significant shift from traditional hierarchical structures to a networked ecological organization, aligning with quantum thinking and challenging Western management theories [2][3][4]. Group 1: Haier's Transformation and Performance - Haier's "Human-Order Integration" transformation has proven effective over 16 years, yet lacks a systematic theoretical foundation to explain its operational framework [3][4]. - The company has achieved substantial market leadership, with global market shares of 21.4% in refrigerators and 22.1% in washing machines as of 2018, and has consistently ranked among the top in global appliance sales [5][6]. - In 2022, Haier reported global revenues of 350.6 billion yuan, a 5.4% increase, with ecological revenue reaching 45 billion yuan, up 16.3% [5][6]. Group 2: Limitations of Western Management Theories - Traditional Western management theories, rooted in a mechanistic worldview, fail to adequately explain Haier's ecological growth and management practices [4][8]. - The mechanistic view, which treats employees as tools, has led to systemic flaws in management, neglecting the human aspects of motivation and creativity [11][12][13]. - Haier's approach contrasts sharply with these theories by prioritizing human value and agency, fostering a culture where employees are seen as integral to the company's success [21][22]. Group 3: Quantum Management Principles - Haier's management model aligns with quantum management principles, emphasizing the dynamic, interconnected nature of business operations and the importance of human agency [42][44]. - The transformation reflects a shift towards a decentralized, platform-based structure where employees operate as independent entrepreneurs, enhancing creativity and responsiveness [22][30]. - The company's innovative practices, such as ecological revenue generation and self-organizing teams, illustrate the application of quantum principles in a business context [38][39]. Group 4: Future Implications and Theoretical Foundations - Establishing a theoretical framework for Haier's management practices could provide insights into replicable methodologies for other organizations [3][43]. - The exploration of quantum management as a theoretical basis for Haier's practices may offer new directions for understanding modern organizational dynamics [44][54]. - Haier's success in integrating quantum principles into its management approach positions it as a potential model for future business practices in an increasingly complex and interconnected world [54].