Core Viewpoint - The annual "Summer Davos Forum" will be held in Tianjin, China from June 24 to 26, 2025, gathering over 1,700 leaders from business, politics, and social organizations to discuss the transformation of the global economy and the challenges posed by geopolitical factors, technology, sustainability, and demographic changes [1][2]. Group 1: Global Economic Insights - The global economy is at a crossroads, with growth rates expected to be 3.3% in 2025 and 2026, significantly below historical averages. The focus will be on unlocking new growth drivers amidst changing global trade patterns and productivity challenges [1][2]. Group 2: China's Economic Outlook - China is actively adjusting its economic development model in response to challenges such as export volatility and weak domestic demand, focusing on new productivity driven by technological innovation [2][3]. Group 3: Industry Transformation - The rapid deployment of new technologies, such as generative AI, is reshaping the global industrial landscape, with private sector technology investments projected to reach $5.6 trillion by 2025. The emphasis will be on how industries can leverage these technological trends to convert investments into productivity [3][4]. Group 4: Climate Action and Investment - Despite some progress in climate action financing, global targets are only expected to be met at less than 20%. The challenge lies in balancing short-term commercial interests with long-term human development [4][5]. Group 5: Energy Transition and Materials - The acceleration of global energy transition is leading to a "relay race" between old and new energy sources, with a significant increase in clean energy generation and demand from smart factories and electric vehicles. Strategies are needed to ensure a safe, stable, and sustainable supply of energy and critical materials [5][6]. Group 6: McKinsey's Forum Activities - McKinsey will host a special forum on June 25, 2025, focusing on the global strategic transformation and value reconstruction of Chinese companies, emphasizing the need for a shift in operational paradigms to achieve true globalization [5][6].

题图｜视觉中国 正当技术圈为AI的日益普及和自主而兴奋不已的时候，企业CEO们在为推动技术规模化发展而感到 纠结，以大模型为代表的生成式AI落地应用依然比想象中困难得多。 埃森哲报告显示，2024年，全球范围内有36%的企业成功实现了生成式AI技术的大规模应用。此 外，技术规模化应用过程还面临一个更为普遍的挑战——很多企业CEO还没把成本和收益的账算明 白。过去一年，仅有13%的全球企业实现了可量化的财务回报。 不难看出，CEO们一方面担心不及时应用大模型技术会在竞争中落后，却又不知道如何让其对业务 和管理产生正向价值。规模化应用和价值实现之间依然存在不小的差距。 企业落地AI不是讲故事 随着大模型能力的提升，探索生成式AI的落地应用成为了企业共识，而丰富的数字化场景、对数据 的重视，企业对技术的拥抱度以及多样的用例显示了中国市场的特色。埃森哲调研显示，受访中国企 业高管普遍认为，企业组织内生成式AI的发展速度比预期的要快。 埃森哲大中华区技术服务事业部总裁俞毅注意到，在一些知识密集型行业例如医药，企业不只是进行 浅显的应用，更是在药物研发和知识管理等领域运用人工智能，而这些人工智能技术"不是简单的搜 索，准 ...

Core Viewpoint - Global economic uncertainty is increasing, yet foreign institutions are raising their economic growth forecasts and stock index targets for China, highlighting a resilient outlook for the Chinese economy and assets [4] Group 1: Economic Resilience - The term "resilience" has been frequently used by various foreign investment institutions to describe the performance of the Chinese economy [4] - Companies across different sectors, including state-owned, private, and foreign enterprises, are showing a clearer and more optimistic strategic direction compared to the previous year [4][19] - The adaptability and innovative spirit of Chinese enterprises are crucial for overcoming challenges and discovering new growth points, especially in active economic regions like the Yangtze River Delta and the Pearl River Delta [20] Group 2: Strategic Planning - Companies are increasingly focusing on short-term, medium-term, and long-term strategic goals, with many now developing five-year economic plans [7][19] - Short-term goals often involve cost reduction and quick profitability, while medium-term goals include business adjustments and organizational changes to adapt to future developments [7] - Long-term planning may involve seeking new growth avenues, including international expansion [8] Group 3: International Expansion - The trend of Chinese companies going abroad has shifted from an optional strategy to a necessary one, with Southeast Asia being a popular destination [9] - Companies are advised to conduct thorough market analysis before entering new regions to avoid pitfalls and unnecessary investments [11] - A comprehensive evaluation of costs, logistics, manufacturing, sales, and taxation is essential for successful overseas expansion [11] Group 4: Market Dynamics - The North Asia region, particularly China, is seen as a key area for growth, with a shift from prioritizing speed of economic development to focusing on quality [12][13] - The ongoing economic transformation in China is driven by three main factors: economic transition, digitalization, and geopolitical dynamics [13] - The rise of artificial intelligence and digital technologies is providing new momentum for innovation and development within Chinese enterprises [19]

Group 1 - Huawei has become a model for large company management, but faced internal strife in 1998, leading to a significant investment in consulting services from IBM costing 2 billion [1][25] - McKinsey has laid off over 10% of its workforce in the past 18 months, reducing its employee count from 45,100 to approximately 40,000 [1][2] - The consulting industry is experiencing a downturn, with McKinsey's layoffs marking one of the largest in its history, reversing previous expansion plans [2][3] Group 2 - McKinsey's layoffs included 1,400 employees in March 2023, representing 3% of its workforce, and new hires' salaries have been frozen [5][6] - The company has faced legal challenges, agreeing to pay $650 million and $122 million in fines related to opioid marketing and bribery allegations [6] - McKinsey's revenue reached $16 billion in 2023, but it did not disclose revenue figures for 2024, marking a significant change in its reporting practices [6] Group 3 - The consulting industry is undergoing significant changes, with predictions of disruption affecting traditional business models [8][28] - The economic downturn in 2008 led to reduced consulting budgets, and clients are now more focused on short-term, targeted projects rather than large-scale consulting engagements [28][30] - The average fee rates for consulting projects have decreased by 15%-20% from 2015 to 2020, impacting profit margins and consultant salaries [29] Group 4 - The rise of AI and the availability of information have diminished the traditional value of consulting services, necessitating a redefinition of the industry's value proposition [30][34] - Scandals and failures have led clients to question the value of consulting, with notable cases involving McKinsey and Accenture highlighting performance issues [32][33] - The consulting industry is at a crossroads, facing challenges that require adaptation to survive in an era of information abundance [35][36]

Core Insights - A recent study by Boston Consulting Group indicates a rising pessimism among European consumers regarding their domestic economies [1] Economic Sentiment - 54% of surveyed consumers across nine European countries expressed a pessimistic view of their domestic economy, an increase of 7 percentage points compared to a previous survey in July 2024 [1] - The most pessimistic consumers are from the UK and France, with approximately 70% of respondents in these countries concerned about economic prospects [1] - In contrast, Scandinavian countries show the most optimism, with only about one-third of consumers expressing a negative outlook on their domestic economy [1] Personal Financial Outlook - A quarter of respondents reported feeling "bad" about their personal financial situation, which represents a 3 percentage point increase year-on-year [1]

Core Insights - The global economic landscape is undergoing significant changes, prompting discussions on cross-border opportunities in the era of regional trade [1] Group 1: Event Overview - The "Entering Europe" seminar was held in Shanghai, co-hosted by Lyon Business School and Amway Consulting, focusing on new cross-border opportunities [1] - The event featured experts and scholars discussing practical strategies and insights for businesses looking to expand internationally [1][5] Group 2: Key Speakers and Contributions - Notable speakers included Wang Hua, Vice President of Lyon Business School, who emphasized the importance of brand strategy and globalization for Chinese automotive companies [8] - Lin Haori, Managing Director of Amway Consulting China, highlighted the need for Chinese companies to adapt to the European market's unique regulatory and labor environments [9] - Wang Yang, Executive Deputy Director of the Global Human Resources and Organizational Innovation Center at Lyon Business School, discussed the dual challenges of globalization and localization faced by Chinese enterprises [12] Group 3: Strategic Insights - The seminar underscored that expanding overseas is no longer optional for Chinese companies but a necessity in a competitive environment [5] - Companies are encouraged to shift from a China-centric approach to a global-oriented management system, focusing on data-driven decision-making [9] - Financial management strategies for investing in Europe were discussed, emphasizing cost structure mastery and proactive planning [15] Group 4: Interactive Discussions - A roundtable forum allowed experts to share insights on financial management, human resource localization, and compliance strategies for entering the European market [16] - The discussions provided actionable insights for Chinese companies aiming to navigate the complexities of international expansion [16] Group 5: Future Outlook - Lyon Business School aims to continue empowering businesses in their global development journey, leveraging over 150 years of innovative educational philosophy [16]

Core Insights - The article discusses the challenges B2B companies face in translating the customer-centric philosophy into tangible business results, highlighting the launch of SEEKWAVES' CCI (Customer-Centric Innovation) framework to address these challenges [1][4]. Group 1: Misconceptions in Customer Orientation - SEEKWAVES identifies three common misconceptions that hinder effective customer orientation in B2B enterprises: equating "what customers say" with "what they truly need," confusing "customer satisfaction" with "customer success," and treating "customer-centricity" as merely a slogan without actionable steps [4]. - The consulting director emphasizes that true customer orientation requires a deep understanding of customer business scenarios and identifying unmet key tasks for systematic innovation [4]. Group 2: CCI Framework - The CCI methodology focuses on customer tasks as the core of innovation, promoting value proposition reconstruction, collaborative innovation of products and services, and business process reengineering [4]. - CCI breaks down organizational transformation into three core support dimensions: mechanisms for cross-departmental process integration, cultural initiatives to build a "customer-first" consensus, and capability development through targeted training and practical exercises [5]. Group 3: Implementation and Service Model - SEEKWAVES adopts a "running alongside" service model, contrasting with traditional consulting that ends with a PowerPoint presentation, by embedding its team within client projects to ensure a complete process from customer insight to market validation [5]. - The goal of CCI is to create a sustainable system capability within enterprises, functioning as an innovation engine driven by customer needs rather than a short-term tactical response [5]. Group 4: Company Overview - SEEKWAVES is a management consulting firm focused on business innovation in the B2B sector, aiming to drive business growth through innovation and organizational capability [5]. - The company specializes in helping enterprises understand customer needs, reconstruct value propositions, enhance sales and channel effectiveness, and strengthen organizational collaboration across various industries [5].

Core Viewpoint - The article emphasizes the importance of leaders updating their personal work modes, akin to updating operating systems, to enhance their effectiveness and adaptability in a rapidly changing business environment [1][26]. Group 1: Personal Work Mode Drivers - Personal work modes consist of four drivers: work focus, role, time allocation, and energy, which can either hinder efficiency or enhance adaptability depending on the executive's circumstances [3][15]. - Leaders must continuously assess their practices in these areas, especially during significant transitions in their careers or organizations [3][26]. Group 2: Assessing Work Focus - Effective leaders start by clarifying their work priorities, identifying critical issues to address, and recognizing key opportunities [4]. - Understanding stakeholder expectations is crucial for establishing clear work priorities, which involves identifying both internal and external stakeholders [5][6]. Group 3: Role Clarity - Leaders should determine which tasks require their direct involvement and which can be delegated, focusing on areas where their unique skills can make a significant impact [10][11]. - Engaging in meaningful dialogues with stakeholders can help clarify expectations and enhance organizational alignment [13][14]. Group 4: Time Management - Leaders need to strategically manage their time by setting boundaries and creating a rhythm that allows for flexibility while focusing on high-priority tasks [16][17]. - Restructuring meeting processes can improve efficiency, as many executives find that a significant portion of their decision-making time is wasted in unproductive meetings [19]. Group 5: Maintaining Energy Levels - Maintaining physical health and strong interpersonal relationships is essential for leaders to sustain high energy levels and effectively manage stress [20][21]. - Building a supportive network of trusted advisors can provide valuable perspectives and help leaders navigate challenges [22]. Group 6: Expanding Personal Work Modes - Leaders are encouraged to reflect on their personal work modes regularly and consider how to implement these practices organization-wide to enhance overall productivity [25][26]. - The article suggests that fostering a culture where every individual understands how to manage their work focus, role, time, and energy can lead to significant improvements in organizational performance [25][26].

Group 1 - The core point of the article is that McKinsey has laid off over 10% of its workforce in the past 18 months, marking one of the largest layoffs in its nearly 100-year history [1]

麦肯锡裁员超过10%。（英国金融时报） ...