战略研讨的三大挑战 岁末年初的战略研讨会，是回顾过去和展望未来的复盘时刻，是抽离业务并深度思考的关键场景，是打破陈念和重塑认知的学习时刻，是彼此链接和互相 赋能的温暖时刻。 很多战略研讨会结束后，组织里仍然会出现"不清晰、无承诺、难执行"的问题。 当我们会后和大家一对一深聊的时候，发现很多时刻人们并没有真正打开心扉；很多实质性的问题根本没有浮出水面；很多真实的观点并没有深度尖锐的 交锋和碰撞。 这样的战略研讨会，当战略意图没有深度碰撞和对齐，战略目标没有清晰聚焦和拆解，战略举措和配套资源没有承诺，而会后的战略的难执行是必然的。 本文希望通过深度剖析企业"在战略感知、战略生成、战略执行与战略复盘"四个场景的困境、深层次原因以及解锁建议，为一号位和高管团队在今年准备 年度战略研讨会的时候，提供新的思路和视角，期待每个高管团队在战略研讨会上敢于讲真话、会后真相信、落地真敢干。 1 2 战略的四大困境 笔者认为，"战略"是一个旅程，这个旅程是由个体、团队和组织，通过深度感知组织内部系统和外部系统的变与不变，通过向内求索和向外印证，逐渐生 成独特价值定位，通过缜密思考权衡利弊优先排序后聚焦关键举措，坚定不移的执行、复盘 ...

Core Insights - The "Strategic Carnival" organized by Runze Garden Education focuses on enhancing strategic leadership among entrepreneurs, addressing challenges such as strategic confusion and decision-making in a complex market environment [1][10] - The event spans three days and covers three main topics: era strategy, corporate strategy, and personal strategy, culminating in a personal strategy conference themed "Live the Life You Want" [1][3] Group 1: Event Overview - The "Strategic Carnival" took place in Xuzhou, Jiangsu, with over 130 chairpersons attending, including leaders from various companies [1] - The event was held simultaneously in 17 locations, with dual main venues in Beijing, creating an interactive and engaging learning atmosphere [1] - Runze Garden Education has hosted 17 sessions of the strategic leadership learning conference since 2022, attracting over 10,000 chairpersons, with more than 4,000 attending three or more sessions [2] Group 2: Strategic Themes - The first day focused on era strategy, featuring insights from economist Ma Guangyuan on China's economic trends and opportunities for the next five years [3] - The second day emphasized corporate strategy, discussing the essence of good strategy and paths to industry leadership, using IBM and Huawei as case studies [4] - The third day centered on personal strategy, exploring key life aspects such as children, career, health, and family, with participants sharing their personal strategic experiences [5][6] Group 3: Course Offerings and Future Projects - Runze Garden Education launched a new course titled "AB Line Principle: Parenting Edition," aimed at parents and their teenage children, set to begin on January 5, 2026, priced at 798 yuan per person [7] - The personal strategy project initiated recently aims to develop personal strategic planners for the next five, ten, and twenty years, inviting volunteers to participate [8] - The organization plans to recruit 30 young individuals and 300 entrepreneurs to address significant social issues, indicating a commitment to societal development [9]

企业负责人把文化做好，战略、投资决策、选人用人、风险防范才能做好。 文｜《中国企业家》记者 马吉英 见习记者 苗诗雨 编辑｜马吉英 见习编辑｜张昊 图片来源｜中企图库 12月6～7日，由《中国企业家》杂志社主办的2025（第二十三届）影响力企业家年会（原中国企业领袖年会）在北京召开。在7日的主旨演讲环节，中国 建材股份有限公司执行董事、副总裁王兵针对《文化和善治》进行了主题演讲。 以下为核心观点： 1.文化不仅是领导说的、墙上贴的，还要看是否言行合一和上行下效，它应该是领导和员工的真实行事方式。 4.新上任的董事长、总经理都要想一想，卸任以后，你的任期是否会被历史认为是企业的"垃圾时间"，甚至你是否是企业的"罪人"。如果经常问自己这两 句话，你就会做出正确的决策。 以下为现场演讲实录（有删减）： 刚才江南春作为现任的上市公司董事长讲得很好，我是作为卸任的上市公司董事长交流一下复盘和思考。 文化是什么？是使命、愿景、价值观，是公司治理、行为准则、企业文化等的总和。文化不仅是领导说的、墙上贴的，还要看是否言行合一和上行下效， 它应该是领导和员工的真实行事方式。 文化是企业的软实力和竞争力。没有好的文化，公司治理也 ...

新浪财经"酒价内参"重磅上线 知名白酒真实市场价尽在掌握 他表示，从消费者的角度，茅台要始终将为消费者提供卓越的产品与服务，为消费者高品质生活和美好 体验作为初心使命；从员工的角度，茅台要守好这份基业，成为员工成长成才的沃土、安居乐业的家 园；从投资者的角度，茅台作为负责任的上市公司，必须为股东创造可持续价值；从合作伙伴的角度， 茅台要确保产业链上的每位参与者，找到发展机遇、实现互利共赢；从社会的角度，茅台作为民族品牌 必须践行好责任担当，必须保持稳定、良性、可持续发展。 11月28日，贵州茅台2025年第一次临时股东大会正式召开。茅台集团党委书记、董事长陈华对未来掌舵 的战略方向进行了解读："茅台要成为一个什么样的茅台？客观来看，在当前严峻复杂的行业形势下， 茅台可以有多种选择，发展速度和发展质量，立足当下和着眼未来，茅台都需要审慎研判。" ...

Group 1 - The core concept of corporate strategy involves systematic and holistic long-term planning by decision-makers based on resources and the environment [1] - Currently, the overall strategic management capability of enterprises in China is generally insufficient, as most companies lack dedicated departments for strategic research and management [3] - The absence of a scientific and reasonable supporting system for strategy formulation leads to a disconnect between strategy and operational execution, undermining the effectiveness of strategic management [3] Group 2 - Corporate strategy plays a decisive role in the development of enterprises, serving as a blueprint for future growth [3] - The success of corporate strategy depends on execution capability, which encompasses decision-making, organization, management, adjustment, and innovation abilities [3] - There is a need for specialized departments to conduct strategic research and management to enhance the effectiveness of corporate strategies [3] Group 3 - The Tocheck system can create a comparative database for strategic research and management, allowing for historical document comparisons before new projects commence [4] - This system helps eliminate redundancy by identifying inappropriate references or plagiarism in historical documents [4] - Tocheck can seamlessly integrate with existing document management systems for localized deployment or utilize cloud services for quick access [4]

Core Insights - Renowned investor Duan Yongping, who has been "retired" for over 20 years, recently shared his views on investment philosophy, corporate management, and personal growth in an interview on the program "Fanglue" [2] Group 1: Company Analysis - Duan Yongping criticized Nokia's E71, highlighting its confusing interface and poor user experience, which contributed to Nokia's decline [3] - He emphasized that Nokia's downfall was due to a corporate culture that prioritized market share and business over user-centric values, leading to missed transformation opportunities [4] - Duan pointed out that despite Nokia's management strengths, effective management cannot compensate for fundamental failures in strategy and culture [4] Group 2: Investment Insights - Investors are advised to look beyond a company's business and trends, focusing instead on its internal culture and strategic consistency to truly understand its potential [5]

Core Insights - Effective strategy implementation requires balancing clarity and specificity, avoiding overly rigid rules while not being too vague [1][3] - Abstract language in strategic statements can lead to confusion and misinterpretation among employees, resulting in execution deviation [3][4] - The phenomenon of "execution bias" occurs when abstract language creates gaps between leadership intentions and employee actions, leading to a loss of strategic effectiveness [4][6] Language and Interpretation - Language has the power to condense grand ideas into concise phrases, but individual experiences shape the interpretation of these terms [4][5] - In multinational companies, the meaning of terms like "innovation" can vary significantly across cultures, leading to potential misunderstandings [5] Addressing Abstract Concepts - Strategic documents often contain "illusory language" that appears inspiring but lacks substance, leading to ambiguity in interpretation [6] - Leaders must transform grand statements into actionable behaviors to ensure alignment and clarity within the organization [11][12] Practical Steps for Consensus - Leaders should provide concrete examples of how strategic statements manifest in practice, linking abstract terms to actionable behaviors [9][10] - Contextualizing language for different departments is crucial, as terms like "growth" and "excellence" can have varied meanings across functions [10] - Establishing observable and measurable behaviors is essential for translating strategic intent into daily actions [11] Building a Shared Vocabulary - Successful companies refine grand statements by providing definitions, contextual applications, and clear behavioral references [12] - Leaders should ask themselves if they have illustrated practical examples, if departments can adapt the statements to their contexts, and what daily actions reflect the organization's commitment to the strategy [12][13]

Group 1 - The forum titled "2015 China Small and Medium Enterprises Global Development Forum" gathered global wisdom to focus on the development of SMEs, featuring notable attendees such as former UN Secretary-General Kofi Annan and former French Prime Minister Jean-Pierre Raffarin [1] - The event highlighted the importance of innovation and sustainable development for SMEs in a globalized context, with significant contributions from various industry leaders [1] Group 2 - Teacher Wu Yan received high praise from international dignitaries Annan and Raffarin for her presentation, which emphasized the value of traditional Chinese culture on a global stage [2] - Wu Yan's speech on "I Ching Thinking and Enterprise Strategy" provided insights on how the principles of the I Ching can guide modern enterprises in strategic planning, market response, and risk prediction [6][7] Group 3 - Wu Yan's innovative interpretation of I Ching principles transformed traditional philosophy into practical models for enterprise operations, focusing on concepts like "yin-yang balance" and "structured thinking" [6][7] - The reception of Wu Yan's ideas at the forum indicated a shift in perception, recognizing I Ching as a systematic tool applicable to enterprise strategy, organizational layout, market analysis, and crisis management [7] Group 4 - Wu Yan's quote, "To observe change with I Ching and to govern techniques with principles; knowing the situation allows one to stand invincible," encapsulated the essence of her message, showcasing the power of Chinese culture in the business realm [8]

Core Viewpoint - Bathurst Resources is focused on maintaining profitable operations in New Zealand while exploring growth opportunities in British Columbia, Canada, particularly in coking coal production. Group 1: Company Operations - Bathurst Resources operates four lines in New Zealand: Takitimu, Stockton, Rotowaro, and Maramarua, with additional projects in British Columbia, Canada [2] - The company has a low enterprise value, significant cash reserves, and is generating substantial earnings [2] Group 2: Strategic Focus - The strategy emphasizes maintaining safe and efficient operations while minimizing environmental impact [3] - Bathurst aims to leverage existing infrastructure for organic growth and explore new areas to enhance coking coal export capabilities, particularly through the Crown Mountain project [3]

Core Viewpoint - The article emphasizes the importance of transparency and strategic clarity in business leadership, using Huawei and its founder Ren Zhengfei as a prime example of how open communication and a clear vision can lead to success in a competitive environment [7][8][10]. Group 1: Strategic Communication - Companies should adopt a transparent approach to their strategies, as demonstrated by Huawei, which openly shares its goals and plans with stakeholders [7][8]. - Clear communication of strategic objectives helps attract talent and unify the workforce, fostering a cohesive team environment [8][10]. - A leader's ability to consistently convey their vision and intentions is crucial for building trust and credibility within the organization [9][10]. Group 2: Leadership Philosophy - Effective leadership is characterized by a commitment to integrity and openness, contrasting with the use of deceitful tactics [10][11]. - The historical perspective on leadership underscores that the fundamental principles of guiding a team have remained consistent over time, focusing on self-cultivation and ethical conduct [11]. - Ren Zhengfei exemplifies a leadership style that prioritizes cultural and ideological influence over mere authority, creating an environment conducive to collaboration and innovation [8][9].