I have studied how the leading enterprises in China keep ahead for more than 20 years, and found that self-transformation is the nature of these enterprises. They showed me that only when we really adapt to change can we develop sustainably.

Take Fuji and Kodak as examples. Kodak has always been the leader in the photographic film industry, while Fuji is not so powerful. But by 2000, the proportion of the two companies in new technology and digital products was different. Kodak's digital products account for only 20%, while fujifilm's digital products account for 60%. In 20 12, Kodak declared bankruptcy, and the market value of Fuji brand has reached 1200 million dollars. The fundamental reason behind this is whether you are willing to change with the external environment.

Let's look at the change and growth of beauty. The rise of Beauty Theory is from 20 1 1 to 20 12, and it took a year and a half to make a comprehensive transformation. Mainly did four things: overall slimming, improving labor efficiency, reducing the number of employees from 1.9 million to more than 1.2 million; Focus product force, focus structure; Organizational change, flat structure; Change the channel After a series of firm transformations, Midea has achieved a fundamental change in its growth mode, and achieved more quality growth at 20 13.

We will find that under the changing external environment, if an enterprise wants to develop sustainably, it can't just rely on its previous success, but change and dare to really "change its life". In an era of great change, if there is no gene, characteristics and pursuit of change, it will be eliminated by the times. This requires the leaders of enterprises to have the courage to make a constantly changing decision.

For an organization, if it wants to accept and embrace change, it must have three most important elements.

First of all, the leader of change

For all managers and managers of enterprises, you must first be a leader of change. In the development process of an enterprise, due to the changes of environment, technology, customers and even different stages of enterprise development, in fact, leaders should also change constantly. If you don't want to lead the change yourself, it will be difficult for your enterprise to really accept the change in today's changing environment.

Second, culture.

Whether our culture can truly accept and tolerate change is a great challenge. In the concept of culture, we can not just obey, but completely change ourselves and achieve self-transcendence.

Third, employees.

At the time of change, we need a kind of employees, who are called "right people", that is, they are not constrained by experience, are willing to innovate and take responsibility, and are free, but they do not forget to give up their responsibilities. When we can have such a "right person", we can actually face the complexity and solve it.

Follett once said, "The best leader does not ask others to serve him, but serves the same goal." The best leader has no followers, but struggles with everyone. "

If we want to be excellent managers and leaders in change, we need to meet three basic requirements:

First of all, we must really have leadership ability.

It must be remembered that power is definitely not leadership. Those who become great men serve many people. Therefore, real leadership comes from how many people you serve. The more people you have, the greater your influence will be. I once gave an example, that is, who has the strongest leadership, that is, the baby who can't talk has the strongest leadership. People all over the world only listen to him, he doesn't talk, and the whole world works around him.

So, you are born with leadership itself, but we pay too much attention to power and forget it This is the part that leaders should adjust themselves.

Second, become a missionary.

When I communicate with you, I am used to looking for everyone's positive energy. I especially hope that our media can carry forward the positive energy of this society. Carry forward positive energy and you will find that everything is possible. If we are not transmitting positive energy and are not good preachers, you will find more and more bad things. With more negative energy, change and creation will be hurt.

Because, in an environment with too much negative energy, an innovator has to bear a lot of pressure and must be strong inside. If all people who do innovation are not under such great external pressure, you will find that innovation is actually easy in a relaxed environment, so leaders should become preachers.

Third, insist.

You should be very persistent about change. Resilience is very important, because you must constantly challenge yourself and lead everyone to meet all challenges.