Core Insights - Chery's IPO on September 25, 2023, marked a significant milestone in its 28-year history, with oversubscription exceeding 238 times and strong backing from 13 cornerstone investors, highlighting global capital's recognition of Chinese manufacturing [1] - The company's journey from humble beginnings in a thatched house to becoming a global manufacturing benchmark is attributed to its commitment to technology-driven enterprise [1] Group 1: Cultural Foundation - Chery's enduring corporate culture, rooted in the spirit of resilience and gratitude, serves as a competitive advantage, fostering internal confidence and cohesion among employees [2] - The leadership style of CEO Yin Tongyue emphasizes collective learning and consensus-building, contrasting with the typical top-down management approach in the industry [2] - Three cultural genes—Wuhu's Hui merchant spirit, a dedication to engine technology, and the "thatched house" ethos—form the backbone of Chery's corporate identity, enabling it to overcome challenges and maintain a forward-looking mindset [2][3] Group 2: Technological Innovation - Chery's revenue is projected to grow from 92.6 billion in 2022 to 269.9 billion in 2024, driven by a robust commitment to technological innovation and a comprehensive R&D ecosystem [4] - The company has significantly increased its R&D investment from 4.1 billion in 2022 to 10.5 billion in 2024, with a compound annual growth rate of nearly 60% [5] - Chery's advancements in powertrain technology, including the ACTECO engine series and proprietary transmission systems, have positioned it as a leader in both fuel and electric vehicle markets [5][6] Group 3: Global Strategy - Chery has established a strong global presence, exporting to over 100 countries and achieving top sales among Chinese brands in key markets like Europe and South America [8][9] - The company's new factory in Barcelona represents a significant step in localizing production in Europe, enhancing its global supply chain and service network [8][10] - Future plans include expanding production capacity in Vietnam and Malaysia, as well as increasing R&D personnel to develop products tailored to local markets [10]

文 | 硅谷101 近期，宝洁宣布了更换首席执行官的消息，其现任首席执行官Jon Moeller（中文名：詹慕仁）即将卸 任，该职位将由公司内部的印度裔高管Shailesh Jejurikar接替。后者在36年前通过校招进入宝洁，在公 司里从品牌助理经理做起一直做到全球COO，即将在明年掌舵这个全球最大的日化巨头。 翻开宝洁这家公司的历史，除了最开始的三届掌门人是家族成员，后面的十三任CEO，无一例外，全部 是从宝洁内部培养体系中走出来的职业经理人。 宝洁的培养体系不仅给自己培养了很多高管，还为行业输送了大批人才。在联合利华、雀巢、玛氏等快 消巨头中，有不少高管都是宝洁的管培生出身。在中国的消费创业浪潮中，做美妆的完美日记、做口腔 护理的Usmile、做电子烟的悦刻、还有做日化的植观，他们创始人都来自于宝洁。从某种意义上说，宝 洁的确可以算得上是CEO工厂。 本期《硅谷101》，特约研究员麻花邀请了新能力咨询创始人于冬琪，人力资源专家、知乎人力资源优 秀答主叶楠，一起拆解宝洁的人才培养机制，以及背后蕴含的企业文化。量产CEO也许不是每家公司都 能做到，但如果想从内部培养自己的人才，科技创业公司可以从宝洁的机制 ...

新经济100人 最怕CEO只有掌控欲，却没掌控力 有家公司，CEO和两位联创三分天下，CEO就多那1%的股权。结果重大战略决策总是拖拖拉拉，把公 司耗死了。 为什么？任何决策都有利有弊，如果都是利好，大伙都看得到，也没必要做决策了。每个人的利益诉 求、思维模式又都不同，很难统一。 而另外一家明星公司，经过若干轮融资，创始人股份低于10%。他去国外开会，董事会在国内开会表 决，直接炒了他的鱿鱼。 这两年很多CEO面临对赌回购，这也涉及如何收回法律上的掌控力。我曾经帮一些山海CEO处理过类似 问题，解法的关键其实是"实质性掌控力"。 如果现在的职级不存在了，或者哪天你另起炉灶，你的团队还愿意接受你的领导吗？这就是实质性掌控 力，比法律上的掌控力更重要。 CEO要想保证实质性的掌控力，就更应该抓大放小，时刻关注两件事：重大战略、企业文化。 , 最近研讨，我问大家为什么想当老板，一位区域首富说："为什么要被别人管？我想管别人。" 老板几乎都有强烈的"掌控欲"，尤其对团队。但你有相应的"掌控力"吗？欲望和实力的区别，很多CEO 分不清。 CEO对公司没有掌控力，好比把脑袋割下来给别人当球踢。那什么是掌控力？ 先说法律层 ...

Group 1 - The fourth High-Tech Enterprise Management Skills Competition aims to promote management innovation and cultivate high-quality management talent in China's high-tech industry [2][3][8] - The competition has attracted hundreds of organizations and over 30,000 participants since its launch on May 12, 2025, with 315 team leaders, 133 lean managers, and 27 inspection personnel advancing to the finals [1][8] - The competition's structure includes practical assessments that evaluate real-world management skills, emphasizing team coordination, problem-solving, and value chain optimization [7][8] Group 2 - The event serves as a platform for enhancing management capabilities in the face of challenges posed by artificial intelligence, necessitating a comprehensive upgrade of management systems and cultural frameworks [5][7] - A three-tier collaborative cultural system is proposed to address the cultural challenges brought by AI, focusing on enterprise culture, employee culture, and team culture [5] - The competition continues to emphasize the importance of management innovation, aiming to foster a new generation of management talent with innovative spirit and exceptional management skills [8]

Core Insights - The report indicates that by 2024, the core industries of China's digital economy will account for approximately 10% of GDP, with mobile IoT terminal users reaching 2.656 billion [1] - The concept of "AI+" is proposed as a core engine for high-quality development, highlighting the deep and broad penetration of technology in the digital economy [1] - The construction of corporate culture centered on ecological collaboration and intelligent innovation is recognized as a strategic consensus for sustainable development [1] Digital Era Corporate Culture Characteristics - Corporate culture encompasses the values, behavioral norms, and work methods of a company, serving as a flexible strategy that enhances competitiveness and fosters employee identification [2] - Examples from ByteDance and Alibaba illustrate how clear and effective corporate philosophies can create a unique cultural ecosystem that drives employee engagement and innovation [2] Digital Transformation and Corporate Culture - Digital transformation is reshaping corporate operations, making innovation, openness, and co-existence key characteristics of corporate culture [3][5] - Innovation is essential for cultural advancement, extending beyond technology to include operational concepts and management models [5] - Open and transparent corporate culture fosters internal consensus and enhances external competitiveness, as demonstrated by ByteDance's management philosophy [5][6] Challenges in Corporate Culture Construction - Companies face challenges in cultural construction, including a lack of long-term strategic planning and disconnects between corporate values and employee sentiments [8] - Effective evaluation and incentive mechanisms are often absent, leading to superficial cultural initiatives that do not drive real development [8] Advancements in Corporate Culture: Ecological Collaboration and Intelligent Innovation - The evolution of corporate culture towards ecological collaboration and intelligent innovation is essential for adapting to the digital age [12] - Ecological collaboration emphasizes breaking down barriers and fostering shared resources among partners, as seen in the practices of companies like Yushutech and Tesla [12] - Intelligent innovation shifts corporate culture from experience-driven to data-driven, with companies like JD.com leveraging data for strategic decision-making [13] Multi-Dimensional Breakthroughs in Corporate Culture - Companies should focus on value restructuring, innovation ecosystems, and collaborative cultures to create a cohesive cultural ecosystem [14][15] - Digital technology and innovative thinking should be the foundation for extending corporate culture, ensuring it remains dynamic and responsive to market changes [15][17] - Sustainable development strategies and user co-creation models are emerging as new business paradigms, enhancing brand loyalty and ecological engagement [18][19] Conclusion - High-quality corporate development relies on deepening corporate culture, which must align with strategic goals and adapt dynamically to market changes [21] - The shift from product competition to ecological capability competition necessitates the proactive construction of a culture centered on ecological collaboration and intelligent innovation [21]

不办卡不推销，"酷"出全国二百多家门店，这家健身房就是超级猩猩。 在过去几年中，超级猩猩以这种商业模式，重塑了中国健身行业的成本结构与用户体验。从"城市运动橱窗"理念，到疫情期间推出"超猩家里蹲"；从单日用户充 值破亿，到果断关店、重塑标准。这家企业的每一步，都伴随着清醒的自我觉察与大胆的革新勇气。 它的成长路径，为众多创业者提供了一份珍贵的样本：当企业遭遇增长瓶颈、文化稀释甚至生存危机时，该如何找回初心、重建组织韧性？ 超级猩猩联合创始人&CEO跳跳深谙草根团队的创造力与爆发力，在现金流极度紧张时仍坚持"做很酷的事"。 上周六，跳跳再次来到混沌课堂，分享课程《如何让自己和公司都活好——超级猩猩的公司治理实践》。 课程中，她深入梳理了超级猩猩从爆发、困境到重塑的关键阶段，解读其如何通过组织创新与文化建构，在高度内卷的健身行业中持续领先。这不仅回应了"什 么样的企业文化才能真正支撑企业长期增长"这一经典命题，更示范了如何让价值观落地为执行力，让一群彼此欣赏的人，在创造中感受幸福，在拼搏中实现商 业回报。 以下是课程笔记： 出乎意料的发展速度 超级猩猩是中国健身行业零售制按次付费模式的开创者。在2014年至201 ...

作为企业文化重要载体，当日同步启用的集团展示馆定位为"江苏民航奋斗历史的教育基地、集团发展 历程的展示窗口、全体干部职工的精神家园"。展馆以"苏通世界 飞跃百年"为主题，分为四个篇章，运 用历史文献、实物展品、场景复原及多媒体互动等展陈形式，全面展现江苏民航从"航空救国"到"航空 报国"的奋斗历程，以及集团组建后整合省内资源、提升枢纽能级、服务国家战略的实干业绩。 周成益在致辞中表示，焕新企业文化、建设展示馆，旨在承续历史、致敬前辈，激励今人、昭示未来。 他强调，要让"泰之道"企业文化成为集团发展的"硬核支撑"，将其转化为全体干部职工的行动自觉、现 代化企业治理的竞争优势、驱动高质量发展的澎湃动能；要让展示馆成为"赋能阵地"，既作为新员工入 职培训"第一课"、干部队伍教育"必修课"的"沉浸课堂"，又是展现集团发展成就、讲好空港故事、传播 空港声音的"立体窗口"，更要成为加强文化建设、丰富思政工作阵地的"精神家园"。 仪式结束后，与会人员一同参观了展示馆，在讲解员的生动解说下，深入了解江苏民航百年发展的厚重 底蕴与东部机场集团新时代蓬勃向上的发展活力。集团各职能部门、机场公司及直属单位负责人线上参 会。（编辑： ...

一句早就说烂了的话：老板就是企业品牌。老板就是企业文化。 ...

每个现代企业都有自己的文化理念、文化追求、文化个性，但是，当下中国的企业文化不是老板文化、总裁文化，而是中国特色社会主义条件下的企业文 化，必须以社会主义核心价值观为根本，要让社会主义核心价值观在企业落地生根。 熙诚产业总经理表示，文化是一个民族的精神和灵魂，是国家发展和民族振兴的强大力量。努力发展落实企业文化，是全面贯彻党的教育方针，不断提高广 大员工的思想道德水平和科学文化素质，营造良好的营商环境，积极树立国企奉献社会的榜样，向社会传播正能量，彰显国企社会责任与担当。 从信念到行动的统一，从思维模式到行为方式的统一，不仅蕴含企业文化的真谛，也体现了企业文化的力量。熙诚产业认为这也许不能直接为公司产出效 益，但是企业一旦失去这种精神就意味着肯定要垮掉。因此，文化是企业获得持续成功不可或缺的关键要素。 一直以来,熙诚产业凭借着强大的专业的技术团队赢得了行业的广泛认可,在互联网金融投资领域具有重要影响力。立足当前的发展环境,积极应对行业竞争,以 市场需求为导向,坚持创新,不断提升自身品牌影响力,以创新为驱动力,在行业内脱颖而出。 北京熙诚产业投资管理有限公司是业内知名的专业金融投资服务商，近期也宣布将于10月2 ...

Core Viewpoint - Qingdao Energy Group is entering a new phase of sustainable development and cultural construction, highlighted by the release of its 2024 Sustainable Development Report and the "Qing Neng" corporate culture system, which is rooted in over 53 years of gas and 41 years of heating service experience [1][6]. Group 1 - The "Qing Neng" corporate culture system is inspired by the dedication and efforts of nearly a hundred model workers, serving as a "spiritual engine" for the company [1][6]. - The sustainable development report reflects the integration of environmental, social, and corporate governance (ESG) into the company's strategy, showcasing achievements in these areas [6]. - The company aims to enhance cultural awareness and communication through an upgraded corporate culture system that focuses on "concept consensus" and "visual integration," creating a cultural galaxy centered around "Qingdao Energy" [6][8]. Group 2 - Key leaders, including the Party Secretary and Chairman Xu Bing, emphasized the importance of urban security, industrial development, and safety operations in the company's future plans [3][6]. - The event was attended by various government officials and representatives from different departments, indicating strong support for the company's initiatives [3][8]. - The company showcased its "No. 1 Project" achievements and facilities, reinforcing its commitment to social responsibility and quality of life improvement [8].