《丹纳赫模式》的价值不仅在于解构一家企业的传奇，更在于为中国企业提供一套"穿越周期的行动纲 领"。在不确定的时代，唯有倚赖战略的定力、对常识的坚持和文化的韧性，方能破浪前行。 作者：方洪波（美的集团董事长兼总裁） 02 不断延伸企业核心能力的辐射半径 01 中国企业穿越周期的行动纲领 美的集团自2004年开始学习国际先进企业的丰田生产系统(ToyotaProduction System),尝试在美的工厂推 进丰田生产系统精益改善活动，但效果一直不显著。十多年前，经高瓴资本引荐，我去美国拜访了丹纳 赫集团，对DBS（丹纳赫商业系统）有了更深入的认识。从那时起，我们开始系统地学习DBS,并聘请 了一家有DBS背景的咨询公司助力，培养精益人才。根据顾问建议，关的集团开始着手规划设计关的商 业系统（Midea Business System,MBS），设立了建立精益人才体系、打造方法论、实现工厂精益转型三 大目标。2015年底，MBS在家用空调工厂试点，2016年扩大到其他工厂，试点过程中逐步开展中高层 精益训练营，建立人才培养流程和标准，设计"改善周"模式，设定统一指标体系和精益成熟度评价标 准，效果显著。2017 ...

Core Insights - The article emphasizes the shift in business competition from incremental growth to stock competition, highlighting the diminishing effectiveness of traditional "windfall arbitrage" models and the need for companies to adopt Danaher-style business wisdom to create value in the current economic environment [2][10] Danaher Group's Evolution - Danaher Group has transformed over 40 years from a low-end manufacturing acquirer in the U.S. to a champion in the global life sciences sector, demonstrating that great companies excel by applying common sense rigorously [5][10] - The essence of the Danaher Business System (DBS) is to apply common sense effectively, which has been a key factor in the company's success [5] Midea Group's Learning Journey - Midea Group began learning from advanced international companies like Toyota in 2004 but initially saw limited results until they adopted the DBS framework, leading to the establishment of the Midea Business System (MBS) [6][7] - MBS was piloted in 2015 and expanded across various factories, resulting in significant improvements in operational efficiency and the establishment of a talent cultivation process [6][7] Efficiency and Globalization - Midea has integrated lean management principles with digitalization, enhancing operational efficiency by approximately 15% annually and establishing six lighthouse factories [7][9] - The article discusses the importance of balancing localization and integration in global strategies, with Midea establishing 17 R&D centers and 22 manufacturing bases worldwide [9] Strategic Insights for Chinese Enterprises - The book serves as a management tool, addressing key questions for entrepreneurs and investors about mergers and acquisitions, the evolution of lean management, and navigating globalization challenges [9] - Danaher Group is presented as a benchmark for Chinese companies to identify gaps and measure their progress in achieving operational excellence and global competitiveness [9][10]

Core Insights - The article discusses the challenges faced by Chinese companies in a highly competitive environment characterized by homogenization, price wars, and rising costs, emphasizing the need for a systematic methodology to navigate these challenges [2] - It highlights the "Danaher Model," which is based on the Danaher Business System (DBS), showcasing how it has been successfully applied in various acquisitions and operational improvements [2][4] - The narrative underscores the importance of transforming lean management from a tool into a core competency, as demonstrated by Midea Group's implementation of the Midea Business System (MBS) [4][5] Group 1: Challenges in the Business Environment - The business landscape in 2025 is marked by unprecedented restructuring, with companies facing common anxieties related to profit erosion and growth stagnation [2] - The failure rate of mergers and acquisitions remains high, necessitating a robust approach for companies to survive and thrive [2] Group 2: The Danaher Model - The Danaher Group's early acquisitions were strategic, focusing on undervalued assets, but its transformation was driven by a strategy of industry upgrade through systematic acquisitions [7] - The evolution of Danaher from diversified acquisitions to a focus on healthcare illustrates that a company's boundaries are defined by its core capabilities rather than just capital [7] Group 3: Implementation of Lean Management - Midea Group's journey in adopting the DBS framework led to significant improvements in operational efficiency, with an average annual efficiency increase of approximately 15% across its factories [5] - The establishment of the MBS capability center and the development of over 60 lean management educational materials have empowered both domestic factories and suppliers [5] Group 4: Globalization Strategy - Danaher’s globalization strategy combines internal and external growth, emphasizing the importance of localizing research and development to meet local demands [8] - Midea's establishment of 17 R&D centers and 22 manufacturing bases abroad reflects a commitment to building a "second home market" through an Own Branding & Manufacturing (OBM) strategy [8] Group 5: Lessons for Chinese Enterprises - The book serves as a high-density management tool, addressing key questions about achieving capability integration through acquisitions, evolving lean management into a core competency, and balancing localization with integration in globalization [10] - The historical context of Danaher’s growth, from a $1 million loan for its first acquisition to a market valuation exceeding $200 billion, emphasizes the importance of adhering to fundamental principles such as process efficiency and factual respect [10]

Core Viewpoint - The article discusses the challenges faced by Chinese enterprises in a highly competitive environment characterized by homogenization, price wars, and rising costs, emphasizing the need for a systematic methodology to navigate these challenges and achieve sustainable growth [2]. Group 1: Challenges in the Business Environment - The business landscape in 2025 is marked by unprecedented restructuring, with common anxieties among enterprises regarding profit erosion and growth stagnation [2]. - Cost reduction and efficiency enhancement have shifted from strategic choices to survival necessities for companies [2]. Group 2: The Danaher Model - The book "The Danaher Model" dissects the success strategies of Danaher, known as the "king of acquisitions," highlighting the Danaher Business System (DBS) as a key driver of its success [2]. - Danaher’s approach to acquisitions has evolved from merely capturing undervalued assets to using acquisitions as a means for industrial upgrading [7]. Group 3: Midea Group's Implementation - Midea Group began learning from international advanced enterprises, specifically the Toyota Production System, but initially saw limited success [4]. - After engaging with Danaher, Midea developed its own Midea Business System (MBS), focusing on lean talent development and factory transformation [4][5]. - By 2018, Midea's domestic factories completed their lean transformation, leading to an average efficiency improvement of approximately 15% annually [5]. Group 4: Globalization and Future Strategies - Danaher’s globalization strategy combines internal and external growth, emphasizing the importance of localizing research and development [8]. - Midea has established 17 R&D centers and 22 manufacturing bases globally, aiming to create a "second home market" [8]. - The future competition will hinge on both lean management capabilities and the integration of advanced digital technologies [7]. Group 5: Lessons for Chinese Enterprises - The book serves as a high-density management tool, addressing key questions about mergers and acquisitions, the evolution of lean management, and balancing localization with integration in globalization [10]. - Danaher’s journey from a $1 million loan for its first acquisition to a market value exceeding $200 billion illustrates the importance of adhering to fundamental principles such as process reliance and efficiency [10].

Core Insights - Danaher is a legendary company with a 40-year shareholder return of 1800 times, surpassing Berkshire Hathaway led by Buffett and Munger [2] - The company has executed over 400 acquisitions, achieving performance comparable to Blackstone [2] - Danaher is recognized as a "hidden Harvard" in manufacturing, having produced over 30 CEOs for publicly listed companies [2] - The Danaher model has been adopted by companies like Midea, Bull, Fosun, and WuXi Biologics [2] Danaher Model - The Danaher model is a continuous value creation business loop: acquire a company at a reasonable price → empower and enhance its performance using the Danaher Business System (DBS) → generate abundant cash flow → acquire the next company [4][8] - The model emphasizes that cash flow is vital, especially as "windfall arbitrage" becomes ineffective [4] Book Recommendations - The book "The Danaher Model" is recommended for managers seeking to improve management levels and pursue strategic acquisition growth [5] - It provides insights into high-quality growth, navigating cycles, and achieving extraordinary business success [5] Danaher’s Acquisition Strategy - Danaher has completed an average of one acquisition per month over the past 40 years, investing nearly $100 billion with a success rate far exceeding the industry average [9] - The acquisition strategy includes a scientific selection mechanism focusing on high-growth and high-barrier sectors, a long-term tracking system, and a platform strategy for business reorganization [9][10] Danaher Business System (DBS) - DBS is described as the "heart" of Danaher, enabling rapid integration of acquired companies into efficient operational frameworks [12] - The system covers all operational processes from production to marketing and human resources, emphasizing continuous improvement and data-driven decision-making [12] Globalization and Local Adaptation - The Danaher model serves as a valuable reference for Chinese companies facing transformation challenges in a globalized economy [17][18] - Companies like Midea and WuXi Biologics have successfully adapted Danaher's principles to enhance their operational efficiency and global expansion [20]

Core Insights - The article discusses the challenges faced by Chinese companies in a highly competitive environment characterized by homogenization, price wars, and rising costs, emphasizing the need for a systematic methodology to navigate these challenges [1][5]. Group 1: The Need for Systematic Methodology - The concept of "cost reduction and efficiency enhancement" has shifted from a strategic choice to a survival necessity for companies [1]. - The book "The Danaher Model" provides insights into the successful acquisition strategies and operational excellence of Danaher Corporation, which has a high success rate in mergers and acquisitions [1][10]. Group 2: Midea Group's Implementation of Lean Management - Midea Group began learning from the Toyota Production System in 2004 but saw limited success until they adopted the Danaher Business System (DBS) [3]. - Midea established its own Midea Business System (MBS) based on DBS, focusing on developing lean talent and transforming factory operations [3][4]. - By 2018, Midea had completed the lean transformation of its domestic factories, achieving significant operational improvements [4]. Group 3: Globalization and Efficiency - Midea's MBS has led to an average annual efficiency improvement of approximately 15%, with the establishment of six lighthouse factories [4]. - The company is expanding MBS to overseas factories, aiming to integrate local characteristics and enhance value creation in new business ventures [4][8]. - The future competition will hinge on both lean management capabilities and the integration of advanced digital technologies [7]. Group 4: Lessons from Danaher - Danaher's evolution from diversified acquisitions to a focus on healthcare illustrates that a company's boundaries are determined by its core capabilities rather than capital [7][11]. - The article emphasizes the importance of embracing change, adhering to common sense, and undergoing global refinement to navigate uncertainties in the global economy [11].