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1、【演讲者及介绍】Fang Ruan方阮是波士顿咨询集团亨德森中国研究所的联合负责人，也是波士顿咨询集团香港办事处亚太地区人员和组织实践的区域负责人。【演讲主题】中国企业的管理学与哲学Management lessons from Chinese business and philosophy 【中英文字幕】翻译者Tu Janeyu 校对者Yolanda Zhang00:14I love dumplings. But I seldom have dumplings in a restaurant, because my moms cooking is the best. One day, I h
2、appened to take a bite of Dumpling Xis dish. To my surprise, they had a flavor of going home. Fresh, chewy and unexpected. 我爱吃饺子。 但我很少在餐馆点饺子， 因为我妈妈做的饺子是世界上最棒的。 一天，我偶然吃了一口 喜家德水饺。 让我惊喜的是， 它们有一种家乡的味道 很新鲜，有嚼劲，出乎想象。 00:36In addition to being a dumpling lover, I actually have a full-time job. I am a manag
3、ement consultant, so naturally, I was keen to understand the reasons behind those delicious dumplings. What I didnt expect is that this dumpling triggered my exploration of new ways of management in China. A change that is deeply rooted in ancient Chinese philosophies. But first, lets go back to the
4、 dumplings. 除了是一个饺子吃货， 我还有一份全职工作。 我是一名管理顾问，所以, 我自然渴望理解是什么让喜家德水饺如此美味。 出乎我意料的是， 这些饺子触发了我对 中国新商业管理方式的探索。 一种源于中国古代哲学理念的 管理理念的转变。 不过书归正传， 咱们还是说说这饺子。 01:06Go Df founded Dumpling Xi 17 years ago. Today, the company enjoys 500 stores with 8,000 employees. But it wasnt always the case. Three years ago, the d
5、emand for his dumplings was soaring due to consumers craving for healthy food. But the strong growth of online food delivery services had pulled the consumers away from store visits, causing a huge concern for Go. If I were to advise Go back then, I would go directly with the classical approach, hir
6、ing venture managers, providing training on how to integrate online-offline sales, or having some high potentials fully dedicated to the new job, such as a Chief Digital Officer. 高德福 17 年前创立了喜家德。 距今为止，该公司拥有 500 家门店， 8000 多名员工。 但喜家德的发展不是一直顺风顺水的。 三年前， 由于对健康食品的高诉求， 消费者对高端水饺的需求量猛增。 但是网上送餐服务的强劲增长劲头 把他们的门
7、店客户拉走了，给高德福造成很大困扰。 如果当时我去给高德福提建议， 我会直接建议用传统的方式： 聘用资深职业经理， 提供线上线下融合培训， 或者给新岗位配备 具有拼搏精神的高潜能人才， 比如首席数字官。 01:54But Go did something totally different. He invented a two-hat model. Instead of recruiting new executives, he invited five successful regional heads to take on a second role at headquarters. Th
8、e catch was, they had to do it while still being the frontline managers. Keep in mind that these people had no formal training or related experience in this field. What they did have, though, was natural strengths and a growth mindset. 但高德福的做法完全不同。 他发明了一个 “双头衔” 模式。 他并没有招募新的主管， 而是邀请了五个成功的大区长，在总部接手第二份
9、职务。 关键之处在于， 他们仍然继续一线的销售管理工作。 请记住，这些人 在这个领域并没有接受过 正规的训练，也没有相关经验。 但是他们拥有的是自己本身的长处 和一个成长型心态。02:30When Go first told me the idea, I said, Are you sure? I have seldom seen companies as large as yours having part-time senior executives. But Go smiled. This is my dumpling way. Gos team was also puzzled. In
10、 the first three months, the sales fluctuated, some even dropped by 20 percent. But Go didnt blink. 高德福第一次告诉我 这个想法时，我说， “你确定吗？ 我没见过像你们这么大规模的公司 选择聘用兼职高管。” 高德福笑了。 “这是我喜家德的饺子范儿。” 他的团队也很疑惑。 头三个月，销量大幅波动。 有时甚至下降了 20%。 但高德福眉头都没皱一下。 02:55The regional heads had to learn new skills while still doing their job
11、. Things like what kinds of dumplings can be sold online, how to digitalize their supply chain. After the transition period, something magical happened. The sales came back. One year later, the company began to launch its fresh and spicy dumplings online. Two years later, more talents with start-up
12、dreams were attracted. More importantly, the company began to translate these individual new capabilities into company policies, and roll them out. A true differentiator compared with his peers. 在做好本职销售工作的同时， 这些大区经理还必须学习新的技能。 比如说，发掘适合线上销售的饺子品类， 如何把供应链数字化，等等。 过了转型期后， 神奇的事情发生了。 销量开始回升。 一年后， 喜家德开始在线上出售
13、新鲜水饺。 两年后， 更多带着创业梦想的人才 慕名前来。 更关键的是， 公司开始把这些个人的新技能 带入公司制度， 并开始在内部大规模推行。 这一步，令他们与同行相比， 遥遥领先。 03:37Because most Chinese entrepreneurs are very good at growth strategies. In Chinese, we call it ki jing ku t, expanding territories, but not so good at what we call zh gu n bng, converting individual best p
14、ractices into company policies for the long run. The nature of Gos approach, such as having tolerance for frontline managers to make mistakes, or having some new ideas not coming from the top, is not common in China. Because they go against our traditions. 大部分中国企业家 都十分擅长增长型的公司战略。我们中国人管这叫“开疆扩土”， 意思是开
15、辟领土， 但并不擅长所谓的“治国安邦”， 就是从长远上，把个人最擅长的技能带入公司制度。 高德福这个方法的核心理念包含： 允许前线管理人员 犯错，听取一些不是来自高层的新想法，这些在中国都不寻常。 因为它们有悖中国的传统。 04:16In the past 2,000 years, Confucianism has been dominant in China, which values seniority and authority. For a nation, this is a time-tested formula to ensure order and harmony. For a
16、company, this ensures precise execution at a large scale. But with business environments constantly changing, internet disrupting traditional industries, new millennials becoming a major workforce, new ways of management emerge. I feel so lucky to study this in such a dynamic age, while at the same time to satisfy my stomach with delicious dumplings. 在过去的 2000 多年里， 儒家思想主导着中国社，它主张论资排辈，尊从权威。从国家角度来看， 这是个久经
