Editor's Note: Instead of the president of the conference next to the water dispenser, concentrate on his own influence circle. As the head of Volvo China, Mr. Wu Yuzhang has repeatedly stressed the importance of proactively looking forward to a company. From an active look-ahead to an active response model, it is the key to a company’s success.
In July 1989, Wu Yuzhang took a diploma in international marketing from Arizona State University and returned to Beijing as the first generation of "sea returnees." "When other "returnees" have not yet landed offshore, I have already climbed to a relatively high place. "To this day, Wu Yuzhang, the vice president of the Volvo Group, has ridiculed himself. In 1997, Wu Yuzhang resolutely resigned and chose Volvo, which is known as the "National Swedish". Although his position and salary have fallen by a large margin, he decided to take a gamble.
Now, as the head of Volvo China, Wu Yuzhang has been dubbed “the spiritual leader of China's commercial vehicle industry†and “the vanguard of China’s logistics reform†by the media. In 2006, Wu Yuzhang was elected as the Top Ten EMBA player in China. In Wu Yuzhang's business card, he did not see Volvo's position. However, this does not negate Wu Yuzhang’s leadership in Volvo Heavy Truck Greater China. Under the leadership of Wu Yuzhang, Volvo Trucks has sold more than 20 units to more than 1,000 units a year, and has won the sales championship of European and American heavy truck brands in China for 8 consecutive years. He created the miracle of Volvo's commercial vehicle brand awareness and brand rankings, and the brand rankings rose from the eleventh to the near first, while Wu Yuzhang’s nearly rocket-based promotion rate is well reflected. Wu Yuzhang's outstanding contribution to Volvo.
Active look-ahead is the key
In "Evergreen", the author habitually calls those long-established companies with hundred years of history as forward-looking companies, and in Wu Yuzhang's dictionary, the forward-looking vision is replaced by a forward-looking vision, which shows that in fact, it is an outstanding one. The company’s first and foremost real first point: In the final analysis, whether it’s the “evergreen†or “wu†chapter, it must be forward-looking. This is probably the fundamental driving force for a company. Companies that look shortsighted are companies that lack imagination. They cannot see that the future cannot provide a corporate governance system that has its own characteristics and meets its own growth path.
Wu Yuzhang said that taking the initiative to look ahead is equal to responsibility. Those who truly look forward are thinking that they must take responsibility first and have the courage to take responsibility. “Actually, I was a very irresponsible person in my childhood. Over the past few years, my subjective consciousness has been to cultivate my own concept of proactive and forward-looking,†said Wu Yuzhang. Our nature is to act instead of reacting passively. We must realize that our duty is to make events happen. "When an apple falls down and kneels on Newton, he thinks of the law of gravitation, instead of thinking of dropping a few more apples. This is a proactive look," Wu said.
To be responsible for the entire coordination, so we must be organically integrated to be able to take me as the center, and we must combine the interests of people in all the value chains. Because we need to work hard and be a responsible person for all people working together in a value chain, when faced with opportunities, we must attack in an active and forward-looking reaction mode to judge this. This is also the core concept of "market warfare" that Wu Yuzhang has always emphasized, treating the market as a war, rather than dealing with a passive response model. Passive reaction is actually a negative reaction pattern, and it is even not responsive. As a company leader, the passive reaction is undoubtedly fatal and can directly lead a company to destruction.
“The president of the conference next to the drinking fountains†generally only focuses on the circle of concern. What Wu Yuzhang described as an active prospect is to expand his influence circle, expand positive energy, and concentrate on the circle of influence. This is feasible. Volvo Trucks, led by Wu Yuzhang, adopts the “grass first†strategy and provides convenient after-sales services. It can not only quickly call parts from spare parts libraries established in Shanghai and other places, but also can use its efficient global logistics system to produce the plants. Accessories go directly to the user's truck. As it has been following the rules of market warfare, it has taken forward-looking strategies and tactics to ensure that Volvo Trucks has been ranked No. 1 in European and American brand truck sales for many years.
There is no excuse for looking between active look and reaction. The process of being stimulated is an encrypted process, and free choice is also very important. Its own reaction represents its own choice. The process of this reaction is the process of decryption. Wu Yuzhang interprets this process from encryption to decryption as a management process. Welch said that choice will bring tremendous pressure, more demanding customers and more fierce competitors and competitive environment. Through the choice of independent will, when we decrypt it we can achieve what we want.
Wu Yuzhang said that the central idea of ​​successful learning is to actively look ahead. In this process, planning is the key. Wu Yuzhang put forward the concept of “draining water to get it rightâ€, which means “putting iron first to be hard on itselfâ€. It is necessary to take the initiative to prepare itself well so that when opportunities arise, they will not be eliminated by chance, but they will actively eliminate it. opportunity. Wu Yuzhang always emphasizes that opportunity is the enemy. According to general logic, we are always saying how to seize the opportunity? But Wu Wuzhang believes that opportunities are not absent, but there are often many opportunities. People who take the initiative to look forward are to learn how to eliminate those opportunities. Only by eliminating extra opportunities, can you seize 100% of your own, so as to become yourself Resources. Wu Yuzhang critically believes that water is a passive response and it is a kind of accidental small probability event. It is inevitable that it will be indiscriminately washed away by water; but wishful thinking is an unearthed thought, thinking that It is extremely absurd to think that Putuoshan can be successful in burning incense. Many companies rely on chance to achieve a little success, but as long as there is a mistake, they will be defeated.
Wu's strategy: The defeated children's relatives
Founded in 1928 and headquartered in Gothenburg, Sweden, Volvo Trucks is the largest and North America's second-largest truck manufacturer in Europe. Volvo Truck Group, the largest company in the Volvo Group, develops, manufactures and sells a wide range of medium- and heavy-duty trucks. The long-term success of Volvo Trucks is because Volvo knows that customers buy not only the trucks themselves, but actually buys a “factory†that can operate efficiently and make money. Therefore, the business philosophy of Volvo Trucks is to provide customers with a complete set of competitive transportation solutions. This is closely linked to its traditional core values ​​based on quality, safety and environmental protection.
Let Wu Yuzhang always talked about the fact that: In Taiwan's Changrong Shipping Co., the world's fifth-largest shipping company, Wu Yuzhang used sudden price cuts and sneak attacks to make Volvo beat competitors even if their rivals and their relatives were children and relatives. use. This makes Wu Yuzhang even more convinced that shopping malls such as battlefields and shopping malls have no human feelings to speak of. However, if you want to block the throat, you must find the most deadly weakness of your opponent and concentrate all your strength to make breakthroughs. From that moment on, the opponent never turned back. Wu Yuzhang said that he just wants to be a successful person, not a hero, because the hero needs to take risks. Wu Yuzhang described herself as a "head of business who has done a little bit more successfully and is still in crisis." Wu Yuzhang believes that success is a small step by step from the bottom to the top of the continuous progress, this kind of progress is to be down to earth, people who want to eat a fat person, one day will be strangled.
Wu Yuzhang entered the Volvo Truck Company in 1997. He said that the first five years after returning to China may be the most unsuccessful five-year period in his life. Do you think that you are going to be the beach-goer when you come to the waves? Therefore, he has been exploring where his position is, that is, finding a position that suits him. He believes that the way to success is to “hear, know, realize, and get the wordâ€, and on the basis of understanding what he hears, What can you do and how to realize it will be possible.
Wu Yuzhang said that strategy is actually an attitude and strategy. We must consider the issue from the six perspectives of why/what/how/who/when/how much. Strategy is not regular because it is not science. The strategy is created through creative, novel, reverse thinking. Knowing what others are doing, and then being unique and unique means that you may be the first to eat crabs. The strategy is long-lasting patience. Not give up. The essence of strategy lies in not doing anything. The essence of strategy lies in exactly what you want, and strategy is everywhere.
Wu Yuzhang believes that it is very important to build an EQ team. The basis of an efficient company is to start with communication and understanding. To achieve a team together and accomplish things will be successful. This team must be forward-looking, systematic and practical. On the basis of high emotional intelligence, ability is the key. A successful team needs to look at the point: Can the ability be maximized on the basis of resources? The luxury team may die faster. In Volvo, the company's three major characteristics are: proactive, inverted pyramid and cross-team communication. The higher the position, the lower the level, so that the first-line information is transmitted from top to bottom to the bottom of the pyramid, which is the company's top management. The team has five kinds of dysfunctions, lack of trust, fear of conflict, lack of input, evasion of responsibility, ignoring the results. Now many teams are like this. "I am a typical person with high emotional intelligence and low IQ. I succeed only because from point A to point B, I chose the shortest road." To create an excellent "inverted pyramid team", Wu Yuzhang pays attention to what he has always been adhering to.
Flywheel effect
In Volvo, Wu Yuzhang successfully integrated the Confucian system with market warfare, and Wu Yuzhang himself was also deeply influenced by Confucianism. He believes that Confucianism only prevailed in times when the rich nation had food. When talking about the influence of Confucian culture on Volvo, Wu Yuzhang said that Swedish culture is a culture based on unpretentiousness, which is also consistent with Confucian culture. Volvo shows Swedish culture in its basic part, and reflects Chinese culture in its appearance. Understanding the similarities and differences between the two cultures, finding commonalities, and combining the two will give them unexpected success.
In Volvo, being a responsible company manager, Wu Yuzhang said that he actually relied on a proactive system. When talking about why companies with ever-lasting foundations can succeed, Wu Yuzhang said that when the forward-looking flywheel is turned, new people will continue to borrow the resources and capacity they previously had, and they will be able to grasp opportunities for better updates. . The flywheel is constantly shifting, using existing resources to constantly cultivate new capabilities and then seize new opportunities. This cycle continues, but it is still a flywheel effect.
At the same time, Wu Yuzhang is also criticizing the average life span of many Chinese companies. It is actually very short. He believes that this is an opportunity for resources to increase capacity while opportunities are greater than capacity. When there are more opportunities, people are more likely to have a feverish mind, lack of oxygen in the brain, and some people have a beat. I have many opportunities. People who fail often are such people. Many Chinese companies, especially private companies, have a very long life expectancy. The reason for the shortcoming is not that there are few opportunities, but too many opportunities. China's development is too fast. Before many opportunities, it is mine. It is also mine. It is always mine. It is always my concept. . The ability to increase internal resources is a cliff. After the elimination of opportunities, the resources become larger and the abilities become larger. Instead of being leaders for two or three years, the result is definitely a failure.
Today's society is a society of information flow, capital flow, and item flow. Under the mode of thinking of Chinese culture, enterprises pay more attention to information from the authority, and the government has a strong influence on information transmission. Wu Yuzhang’s advice to Chinese companies is that it is a key to turning people into systems governance. Although many companies have systems, there are still many people ruled. There is less standardization and less transparency. The key is to keep communicating. Wu Wuzhang said that in Volvo, what he does every day is to communicate and communicate. These systems and systems must be implemented from the top down. Many systems and systems of many companies cannot be made only for the bottom line, and the top ones can be overturned at any time. In this case, corporate governance cannot happen.
Saenn Feder, deputy dean of the Yale School of Business, commented that Wu Yuzhang is “a scholar who can both integrate Chinese and Western cultural economic theory, accurately control the development of China from ancient to modern times, and understand the success of international companies in Chinaâ€. Unreasonable. Wu Yuzhang’s figure is active in the forums and various economic summits of famous universities in China. Wu Yuzhang, who is deeply influenced by the Confucian doctrine, said that he is only exploring the relationship between the Confucian philosophical system and modern success. It is necessary to systematically view this issue. Instead of occasionally drawing a word from a master or philosopher, cover up what we did wrong.
When talking about whether or not he was mindful of others calling him a Confucian businessman, Wu Yuzhang said: “Actually, I don’t usually say that there are many Confucians. Instead, I’m talking about market warfare, Sun Tzu’s art and Mao Zedong’s thinking. There’s no one who says I’m a Confucian businessman. When others comment on me, I generally say that I am a scholar and an entrepreneur."
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