Core Insights - The article emphasizes the importance of revisiting Kazuo Inamori's philosophy during challenging economic times, suggesting that downturns can present opportunities for growth and improvement [1][2][3] Group 1: Current Economic Challenges - Chinese companies are undergoing a severe "stress test" due to intertwined internal and external challenges, leading to a transformation in growth logic [2][3] - Many industries are experiencing heightened operational pressures, with traditional sectors facing declining market demand and increased costs due to social policies [3][4] Group 2: Inamori's Philosophy - Inamori's philosophy posits that economic downturns can serve as platforms for significant corporate development, urging businesses to view challenges as opportunities for improvement [4][5] - The current economic climate reveals the necessity for companies to reflect on past mistakes and focus on internal improvements rather than external blame [6][7] Group 3: Strategies for Resilience - Companies should adopt a mindset of continuous improvement and focus on core competencies during downturns, as many past growths were merely due to favorable market conditions [5][6] - Implementing Inamori's five strategies during economic hardship can help companies maintain productivity and foster a collaborative work environment [10][12][19][21] Group 4: High-Profit Structure - Establishing a high-profit structure is essential for long-term resilience, with a target pre-tax profit margin of at least 10% being a benchmark for operational success [12][13][16] - Companies should set realistic profit improvement goals and focus on actions that drive profitability [13][14][16] Group 5: Employee Engagement and Cost Management - Engaging all employees in marketing and operational processes can enhance understanding and cooperation, leading to better overall performance [19][20] - Cost reduction efforts should be thorough and involve all levels of the organization, fostering a sense of ownership among employees [23][24][26] Group 6: Leadership and Organizational Culture - Leadership must prioritize creating a supportive and family-like organizational culture to retain talent and avoid layoffs during tough times [28][29] - A clear understanding of the company's purpose and values is crucial for motivating employees and fostering a sense of shared responsibility [30][32]

来源：风暴眼 "付出不亚于任何人的努力！要谦虚，不要骄傲！要每天反省！活着，就要感谢！"每天早上9点，冯娟走进公司第一件事，就是和几十名同事在会议室站成 两排早读。他们昂首挺胸，声音洪亮整齐，每念完一句，双手拍一次大腿，给口号打节拍。 每当这时，冯娟总觉得自己像个局外人，灵魂悬浮在半空冷眼旁观："我到底在干什么？"她厌恶这种机械的仪式，却不敢懈怠。老板会看录制的早读视 频，谁不够有热情，早会上免不了挨训。她甚至故意提高嗓门，生怕朗读的气势不够足。 这不是个例。早读打卡、封闭培训、强制感恩，在全国各地，打工人上的班，正在被一种新型"PUA"模式占领。 01 "付出不亚于任何人的努力"，一天读50遍 冯娟每日诵读的口号源自"盛和塾"的六项精进课程。"盛和塾"由日本"经营之圣"稻盛和夫创立，向全球企业家传授其经营哲学。为了防止去世后理念被滥 用，稻盛和夫在2019年解散全球盛和塾，不过中国分部保留了下来。 随着企业面临的经营压力增加，中国盛和塾日益壮大。过去五年里，中国的学员从7000多名企业老板激增到3.5万，分塾遍布30多个地区、127个城市，除 了企业主之间的学习，中国盛和塾对企业员工的培训业务，发展得更是如 ...