编者荐语： 走过百年的企业，生存哲学上一定有它的独到之处。 以下文章来源于中国企业家杂志 ，作者李欣 中国企业家杂志 . 讲好企业家故事，弘扬企业家精神 "我是个容易受伤的男人。"李锦记集团执行主席李惠森这样评价自己。 11月17日，在北京西城，李惠森接受了《中国企业家》的专访，在讲述自己的滑雪经历时，他如此自我调侃。 他的肩膀曾脱臼四次，手指骨折过，前后交叉韧带都经历过撕裂，头部也曾受伤，总计进医院11次。这些伤都与运动有关，可每次痊愈后，他想的不是放弃，而 是再试一次、再挑战一次。 为了维护家族团结，确保家族事业平稳发展，2002年前后，李锦记家族成立了家族委员会，通过了"家族宪法"，决定"治未病"——在问题发生前就建立预防机制。 家族委员会下另设置五个机构，即李锦记集团、家族办公室、家族投资公司、家族学习和发展中心、家族慈善基金。 于是，从十二三岁开始滑雪的他，在40岁改练单板。即使现在61岁，他甚至敢仅携带一个求救器，就坐直升机飞入人烟稀少的雪山，从山顶飞驰而下。要是发生 意外怎么办？"我有20分钟被找到的时间，找不到就完了。" 李惠森是李锦记家族第四代成员，李锦记由其曾祖父李锦裳1888年创立于广东 ...

Core Insights - Japan holds a significant position in the global landscape of long-lived family businesses, with 45,189 companies over 100 years old, accounting for 51.2% of the world's total [2][3] - Among these, 1,813 companies have survived for over 200 years, representing 65.2% of the global total, while 889 have lasted over 300 years, 47 over 500 years, and 11 over 1,000 years [2] Group 1: Principles of Long-Lived Family Businesses - Long-term planning is essential, with a focus on preparing successors over 10, 30, and 100-year timelines [5] - The principle of "capacity-based management" emphasizes businesses should only expand according to their capabilities, avoiding ventures beyond their means [6] - Core competencies must be maintained, as evidenced by the struggles of Kongō Gumi when diversifying into unfamiliar construction areas [7] Group 2: Relationships and Risk Management - Strong relationships with stakeholders, including customers and suppliers, are crucial, as seen in Toyota's support for struggling suppliers [8] - Risk management is highlighted by the substantial internal deposits of Japanese companies, which reached 516 trillion yen (approximately 25 trillion RMB) by September 2024, reflecting a conservative approach to financial stability [8][9] Group 3: Inheritance Practices - The long-son inheritance system and unique adoption practices ensure capable successors are chosen, often prioritizing ability over blood relations [12][13] - Approximately 10% of Japanese family businesses transfer control to non-blood relatives, such as sons-in-law or adopted children, to enhance succession success rates [13][15] Group 4: Training Successors - Emphasis on training successors from the ground up is common, ensuring they understand the business intricacies and build relationships with employees [17][18] - The practice of sending successors to work in other companies for experience is also prevalent, allowing them to gain valuable insights before returning to the family business [18][24] Group 5: Governance and Family Values - Family governance structures, including family constitutions, help manage complex family dynamics and ensure business stability [20][27] - The importance of family values and rules is underscored, with 80% of surveyed family businesses having established family rules or teachings [19][27]