The Chinese white goods company Haier has become a global brand. It is one which is known as much for its organizational and managerial innovations as its products and services. It is the embodiment of the twenty-first century organization characterized by agility, teamworking, the absence of middle management, entrepreneurial employees, and a relentless appetite for change.

如今，在張瑞敏擔任董事局名譽主席后，海爾在其董事局主席兼首席執行官周云杰的帶領下，進入了新的時代。2022年1 月 17 日，在海爾 2021年工作總結表彰大會上，周先生進行了作為首席執行官的首次重要演講，這不僅是個人和企業的里程碑，同時還闡釋了可能影響公司未來發展的問題、見解、想法和競爭力來源——就像史蒂夫·喬布斯向蘋果忠實擁護者的演講設定了技術議程一樣，周先生的演講確立了未來幾年海爾的組織和管理發展方向。海爾認為此次演講是一份“政策宣言”，部分是關于公司戰略，部分是關于靈感理念，涵蓋了傳承與對創新的承諾。

Now, with Zhang Ruimin becoming chairman emeritus, Haier is entering a new era under chairman and CEO Zhou Yunjie.  Mr. Zhou’s first major speech as CEO—delivered on 17 January at Haier’s 2021 Summary and Commendation Conference—is not only a personal and corporate landmark, but it also maps out the issues, insights, ideas and competitive forces likely to shape the company’s future. In the same way as Steve Jobs’ presentations to the Apple faithful set the tech agenda, Zhou’s speech establishes the organizational and managerial agenda for the years ahead. It is, says Haier, a ‘policy manifesto’, part strategy, part inspiration, combining a sense of inheritance with a commitment to innovation.

周先生演講中談到了四個要點。

Four big themes stand out from Mr. Zhou’s first speech.

 “變”一直存在于海爾的DNA中。張先生的演講以不斷追求進步而著稱，他能夠在一小時之長的演講里不重復談及六個月或一年前演講中的任何話題。

Change is in the Haier DNA.  Zhang Ruimin’s speeches were notable for their relentless quest for improvement. Typically, an hour long speech by Zhang would not re-visit any of the issues or concerns of a speech six months or a year earlier.  

對于變革——這個所有人都在談論研究的話題，周先生提出了別開生面的觀點——對于變革，既需要主動響應又需要被動響應。兩者之間的平衡很可能是未來幾年討論最多的問題。在低增長甚至負增長的整體背景下，繁榮的組織將是那些仍能主動求變的組織。周先生認為，海爾的“自組織”理念，可以讓個人和團隊以對整個組織最好的方式自由進行自組織，這可以有力地對抗時代的不確定性。他對政府（有形的手）、市場（無形的手）和自組織（無形的心）的不同作用也做出了有說服力的區分。

The recognition that change demands both a proactive and reactive response is an interesting take on this much-examined issue.  The balance between the two is likely to be a much discussed challenge in the years to come.  In an overall context of low or negative growth, the organizations which prosper will be those which still have the ability to seek out change. Mr. Zhou argues that Haier’s belief in ‘self-organization’, giving people and teams the freedom to organize in the best ways for the overall organization offers a potent counter to continuing uncertainties.  He makes a persuasive distinction between the role of government (the visible hand), the market (the invisible hand) and self-organization (the invisible heart).    

周先生講物聯網時代的公司治理新模式視為未來企業的核心支柱。他直接將永續轉型這一需要與治理結構聯系起來。識變（業務洞察力）；求變（利用商機的能力）；應變（作為自組織的進化和應變能力）被直接確定為董事局成員的職責。

Mr. Zhou puts a new model of corporate governance in the IoT era as a central pillar of the future.  He directly links the need for perpetual transformation to governance.  The competencies of understanding change (the ability to extract business insights); seeking change (the ability to monetize business opportunities); and adapting to change (the ability to evolve and adapt to change as a self-organization) are directly identified as responsibilities of board members.

周先生所描述的海爾治理模式的不同之處，在于公司目標與董事局各個委員會之間的直接責任關系。五個專業委員會對應五個重大戰略：堅持戰略聚焦，做大做強實業；堅持科技創新，實現自立自強；堅持創客機制，激發全員活力；堅持底線思維，預防化解風險；堅持人單合一，貢獻中國方案。

What marks apart the Haier approach to governance as described by Zhou is the direct relationship between the company’s objectives and its key board committees. Five specialized committees correspond to five major strategies: to focus on the strategy of growing and strengthening industrial development; to pursue technological innovation to achieve self-reliance and self-improvement; to maintain entrepreneurial programs to inspire and incentivize all employees; to adopt bottom-line thinking to prevent and resolve risks; and to commit to RenDanHeYi and contribute Chinese solutions to organizational challenges.

人單合一模式于 2005 年被首次提出，創建了由員工自主經營的小微企業所組成的動態網絡。人單合一的意思是“員工與用戶合而為一”。在人單合一模式中，小微企業自主經營，成員自主創業、自我組織、自我激勵。

First articulated in 2005, the RenDanHeYi model created a dynamic network of employee-run microenterprises.  The word translates to ‘employees and users become one’.  In this model, microenterprises operate autonomously and team members are self-employed, self-organized, and self-motivated.

管理學研究員杰弗里·庫恩（Jeffrey Kuhn） 認為：“自提出以來，根據應對外部市場格局的深刻技術變革，人單合一模式已經經歷了數次迭代”， “2019 年，海爾推出了人單合一‘3.0’，通過將其平臺結構重塑為互聯的生態系統聯合體，為用戶提供基于物聯網的全系列產品，從而支持其物聯網發展戰略。例如，海爾智慧家庭定制生態系統包括衣聯網和食聯網。隨著海爾生態系統的生根發展，其產品已變為能讓用戶通過生態方社區共同創造獨特個性化體驗的媒介，為海爾及其生態方創造經常性生態系統收入和價值循環。

‘Since its introduction, the Rendanheyi model has undergone several incarnations, commensurate with deep technological shifts in the external market landscape,’ explains the management researcher Jeffrey Kuhn. ‘In 2019, Haier introduced Rendanheyi ‘3.0’ to support its IoT strategy by recasting its platform structure into a constellation of interconnected ecosystem-based businesses that provide users with integrated IoT-based offerings. Haier’s Smart Home Customization Ecosystem, for example, includes its Internet of Clothing and Internet of Food. As Haier’s ecosystems take root, its products become mediums through which users can co-create unique personalized experiences through a community of ecosystem partners, generating recurring ecosystem revenues and a cycle of increasing returns for both Haier and its ecosystem partners.’  

海爾堅持開放的一個顯著標志是，愿意與世界領先的思想以及思想家建立直接聯系，并由此成立了專門的國際專家顧問團隊。很少有其他公司能像海爾那樣積極尋求與領先理論家交流合作。

A notable element of this process is that Haier is outward looking in its willingness to directly connect with world-leading thinking and thinkers.  It draws on an international expert advisory group. Few other companies have sought out leading theorists with the commitment of Haier.

憑借對“變”的持續堅持、憑借21世紀全球引領的企業治理結構、憑借統一而廣泛覆蓋的管理理念、也憑借對開源開放的承諾，周云杰向所有海爾人、所有生態系統、以及全世界的企業提出了新的挑戰和目標：為適應新的現實，重塑自我。