原標(biāo)題：方洪波：我們，走遠(yuǎn)路

來源：美的集團(tuán)

“一些企業(yè)終將衰亡，但總有企業(yè)正蒸蒸日上！此時(shí)此刻，美的正年輕！”

“看遠(yuǎn)方，走遠(yuǎn)路，志在最遠(yuǎn)端。”

“做害怕的事，就是勇敢。我們美的人每一天都要勇敢?！?/p>

“看不到光芒，就成為光芒。成不了光芒，就追著光芒。我們走過的路，就是未來！”

今天下午，在題為“走遠(yuǎn)路，萬丈光芒”的美的集團(tuán)2020經(jīng)營(yíng)管理年會(huì)上，面向1300多名美的全球核心骨干，董事長(zhǎng)兼總裁方洪波發(fā)表了主題為“我們，走遠(yuǎn)路”的演講，帶領(lǐng)著所有美的人一同反思、激蕩、展望。

2020年，新十年的起點(diǎn)，注定是不平凡的一年。52年來從不走平凡路的美的集團(tuán)，“改變”是從未改變的唯一選擇。極目遠(yuǎn)眺，在這個(gè)多浪疊加洶涌起伏的新時(shí)代里，美的要走出一條怎樣的新道路？怎么走？近140分鐘的分享，凝聚了方洪波對(duì)這些問題的思考，也清晰地為美的的未來指出了方向。以下為演講摘要：

逆勢(shì)增長(zhǎng)的2019，

感謝每一位美的人！

2019年，全球局勢(shì)波動(dòng)、經(jīng)濟(jì)下行、貿(mào)易爭(zhēng)端復(fù)雜化、競(jìng)爭(zhēng)日趨激烈，我們挺住了壓力，逆勢(shì)增長(zhǎng)。美的人是好樣的！我要代表執(zhí)委會(huì)，感謝每一位美的人的努力、奉獻(xiàn)和拼搏！

在過去三年里，我們還做了許多引領(lǐng)未來的布局，包括在研發(fā)、數(shù)字化、智能化上投入接近12億美元；以及把美國(guó)路易維爾、日本大阪、意大利米蘭、德國(guó)斯圖加特四個(gè)研發(fā)中心升級(jí)為集團(tuán)全品類的研發(fā)中心。

同時(shí)，我很欣慰看到了團(tuán)隊(duì)的成長(zhǎng)，可謂“三箭齊發(fā)”——管理團(tuán)隊(duì)成員和核心骨干在努力奔跑；一大批85后、90后年輕干部在快速成長(zhǎng)；我們?cè)谝M(jìn)更多優(yōu)秀的新鮮血液。創(chuàng)造美的的多樣性，將是美的未來真正的財(cái)富。

一些企業(yè)終將衰亡，但總有企業(yè)正蒸蒸日上！此時(shí)此刻，美的正年輕！正因?yàn)槟贻p，我們敢于突破、敢于挑戰(zhàn)、敢于創(chuàng)新。

物競(jìng)天擇，適者生存

當(dāng)下，多浪疊加的時(shí)代大潮洶涌起伏——科技創(chuàng)新正在顛覆舊時(shí)代，迎來新格局；代際更替越來越快，產(chǎn)業(yè)競(jìng)爭(zhēng)越來越激烈；市場(chǎng)正在從增量擴(kuò)張到存量博弈。數(shù)字時(shí)代已經(jīng)帶來了全面的價(jià)值顛覆，用戶追求的是更簡(jiǎn)單、更便宜、更便捷，或者兼而有之。移動(dòng)互聯(lián)余溫尤在，萬物互聯(lián)與數(shù)據(jù)智能已經(jīng)迫近。

而我們現(xiàn)在的經(jīng)營(yíng)思維依然是競(jìng)爭(zhēng)驅(qū)動(dòng)，而不是用戶驅(qū)動(dòng)或產(chǎn)品驅(qū)動(dòng)；跟隨和模仿的思維也依然根深蒂固；而最核心的一個(gè)問題是部分管理層存在“俄羅斯套娃思維”，仍在用昨天的思維解決今天的問題。

這樣的美的，能跟得上Z世代的步伐嗎？我們會(huì)被這個(gè)時(shí)代拋棄嗎？

面對(duì)挑戰(zhàn)，最好的策略就是變異和多樣性，正所謂“物競(jìng)天擇，適者生存”。變異，就是要改變、創(chuàng)新。

在多重壓力之下，我們必須思考：長(zhǎng)期的大趨勢(shì)和成長(zhǎng)邏輯是什么？在變化波動(dòng)背后的根本原因是什么？現(xiàn)有存量的風(fēng)險(xiǎn)是什么？如何尋找增量？我們有沒有真正圍繞核心能力去配置資源、設(shè)計(jì)機(jī)制、打造團(tuán)隊(duì)？

很多問題還沒有答案，但有一個(gè)結(jié)論很清楚：基于過去的認(rèn)知到達(dá)不了未來。

創(chuàng)新變革，

就是存量時(shí)代最大的增量

時(shí)代巨變，但遠(yuǎn)見、夢(mèng)想、視野和偉大的格局不會(huì)改變。所以我們要?jiǎng)?chuàng)新變革，要走遠(yuǎn)路，只有以走遠(yuǎn)路的思維前行，才可能到達(dá)更遠(yuǎn)，有更多路可走。今天做不同，才能與眾不同。

什么是走遠(yuǎn)路？就是要有長(zhǎng)期主義的思維、長(zhǎng)期主義的戰(zhàn)略、長(zhǎng)期主義的商業(yè)邏輯、長(zhǎng)期主義的資源配置，找到我們的內(nèi)生新力量。

美的未來的內(nèi)生新力量有三個(gè)核心要素：

第一、掌握科技驅(qū)動(dòng)的能力，以科技創(chuàng)造價(jià)值。

第二、驅(qū)動(dòng)世界運(yùn)轉(zhuǎn)、經(jīng)濟(jì)增長(zhǎng)的唯一要素是創(chuàng)新，也就是敢于突破自己，創(chuàng)造新的可能性。

第三、把人力資本放在美的的第一位，要?jiǎng)?chuàng)造更好的機(jī)制環(huán)境，進(jìn)一步改善員工關(guān)懷，營(yíng)造開放多元的文化。能吸引全世界最優(yōu)秀的人才，美的才有未來。

除了進(jìn)一步強(qiáng)化和推動(dòng)內(nèi)生式增長(zhǎng)與高質(zhì)量發(fā)展、構(gòu)建研發(fā)規(guī)模優(yōu)勢(shì)和創(chuàng)新能力、堅(jiān)決推動(dòng)業(yè)務(wù)模式變革、關(guān)注安全和環(huán)保、真正體現(xiàn)一個(gè)企業(yè)的社會(huì)責(zé)任，“全面數(shù)字化、全面智能化”是創(chuàng)新變革的重中之重，是美的集團(tuán)目前最核心的戰(zhàn)略，我們會(huì)更堅(jiān)定地投入，進(jìn)行更前瞻性的布局。

走遠(yuǎn)路，天地?zé)ㄐ?/p>

“一個(gè)人生命中最大的幸運(yùn)，莫過于他的人生中途，即在他年富力強(qiáng)的時(shí)候，發(fā)現(xiàn)了自己的人生使命?！?/p>

—— 斯蒂芬·茨威格《人類群星閃耀時(shí)》（1881-1942）

在年富力強(qiáng)的今天，我們也必須找到自己的使命，才能走遠(yuǎn)路，勇敢去做沒有做過的事情，走沒有走過的道路。

我深信，美的最好的時(shí)代還在前方。因?yàn)榻?jīng)歷過，所以相信。今天所有的美的人相信什么，未來的美的就是什么。

我們都要帶著心中的夢(mèng)想走遠(yuǎn)路，哪怕不是壯闊歷史里迸發(fā)的煙花，也肯定是自己故事里獨(dú)特的光芒！

看不到光芒，我們就成為光芒。成不了光芒，我們就追著光芒。

我們走過的路，就是美的的未來！

Paul： We Go Further

“It’s inevitable that some enterprises will die out， but there will always be others on the rise．”

“Look far into the distance， take the longest route， see beyond the destination．”

“Brave： To be brave is to do what you fear to do．”

“We should be the light if we can‘t see it． We will chase the light if we fail to be it．”

Today， at the 2020 Midea Group Annual Business Conference themed “Go Further， Shine Brighter”， Paul Fang， Chairman and CEO of MG， delivered a presentation elaborating on “Together， Go Further”， to more than 1300 core members of MG from around the globe， calling all Mideans to reflect， take initiatives and picture ahead．

2020， the starting point for the next decade， will surely be an extraordinary year． Over 52 years， MG has long been on the road less traveled， and stays true to the motto “The only constant is Change”． In a new era faced with fiercer competition， what direction should MG take and what path should we pioneer？ In the last 2 hours， Paul shared his views on these issues， pinpointing the pathway that Midea shall take． The following are the highlights of his speech．

A big thank-youto all the Mideans for your contribution in 2019， a year of bucking the trend！

In 2019， the world has descended into instability and economic downturn． Despite the extensive trade war and fierce competition， we outperformed the competition and made headway． Dear Mideans， all of you are the best！ I， on behalf of the Executive Committee，wouldlike to show appreciation for your endeavor， contribution， and hard work！ Thank you all！

In the past three years， we have also arranged greatly for future spearheading， including USD 1.2 billion investing in R D， digitalization， and intelligence； as well as upgrades of four R D centers in Louisville， Osaka， Milan， and Stuttgart to be full-category R D centers．

Meanwhile， I am delighted to see that our team is improving， especially in 3 critical areas： executives and core staff are maintaining self-development， our large number of millennial managers is growing rapidly， while new talent is continuously being recruited． Diversity will bring real fortune to Midea’s future．

It’s inevitable that some enterprises will die out， but there will always be others on the rise． Right now， Midea is in it’s adolescence， we shouldn’t be afraid to challenge and make breakthroughs．

Survival of the fittest

Currently， confronting an unstable era， technological innovation is revolutionizing the past era， welcoming the new normal． Industrial evolution is increasing in pace．

Day by day， the competition becomes fiercer， and every enterprise is experiencing similar reforms and challenges to their existing business．

The digital era has given rise to wide-ranging value restructuring． What are users seeking？ Simpler， cheaper， more convenienceor all-in-one？ The Internet era is still with us； yet the IoT and Digital Intelligence eras are drawing close．

Now， management thinking is competition-driven， rather than user or product-driven； imitation and herd mentality are still prevalent． The most serious problem is that the management are thinking in the way of a Russian Babushka doll， solving new problems withan old mindset．

Is MG strong enough to keep track with GenerationZ？ Will the era abandon us？

Facing the challenges， transformation and diversity are the best strategies， just as the saying goes “Survival of the Fittest”． Transformation is to change and innovate．

Facing these multiple pressures， we are supposed to consider： What are the clear long-term trendand growth logic？ What is the root cause behind the change？ What are the risks of the existing business？ How to search for increments？ Can we deploy resources， design mechanisms， and build teams with our core capabilities？

Many questions might not be answered， but there is a clear conclusion ： using logic and understanding rooted in the past will not guarantee your future．

Change through innovation is the biggest increment in the era of human capital

Times change， but the vision， the dreams， the foresight， and the blueprint are unchanged． Therefore， we need innovation and evolution to help us go further． only if we are well-prepared to go further can we succeed． Making the difference today will make all the difference．

How can we comprehend “going further”？For this， you need to possess far-sighted thinking， strategy， business logic， and resource allocation so as to inspire new growth．

In order to succeed in future， Midea shall：

1． Create value with technology；

2． Open our mind and create more possibilities， for innovation is the only driver to impact world and develop the economy；

3． Put human capital first， for Midea will have a brighter future as it attracts the most competitive talents around the world． Therefore， I propose an idea to improve our working mechanism， to offer better staff care and inspire a more diversified and open company culture．

Apart from promoting endogenous growth and high-quality development， further building R D economies of scale and innovation capability， resolutely promote， business model reform， we must focus on safety and environmental protection to truly shoulder social responsibility of the enterprise．

We will firmly invest in “comprehensive digitalization andintelligence” which is a pivotal step in the innovation transformation and the most crucial strategy of MG， to make more forward-looking layout．

Go Further，

Embrace a New World

“One may get God’s favor when he finds his mission in the prime of his life． It is perhaps a man‘s greatest fortune to find the purpose of his life in the middle of the journey， when he is at his prime time and most capable to make a difference． ”

-- Decisive Moments in History by Stefan Zweig （1881-1942）

We also need to define our mission even in the middle of our journey， if we want to go further． We shall dare to do what we have never done．

I deeply believe that the best time of Midea is still ahead of us． We have experienced， so we trust． Because we trust， we see． What Midea people believe today ， that will be Midea’s future．

All of us should move on with our dreams in my mind． We aren’t necessarily the firework ablaze in the big city， but we should be the shining light of our own story！

We should be the light if we can‘t see it.We will chase the light if we fail to be it．

The road we‘ve traveled is the path to our future！